Agenda packet — Sonora City Council, March 17, 2025 (part 2 of 2)

 Serves as Executive Secretary to the City Council and serves as the municipal filing officer for the purpose of fulfilling the statutory responsibilities of the City Clerk; prepares and publishes City Council public hearing notices, agendas, and informational packets.  Attends meetings of the City Council and other meetings and record minutes; follows-up on action items as necessary; ensures accurate up-to-date filing of City ordinances, agreements, resolutions, and minutes.
 Ensures City agreements comply with Risk Management Authority requirements; contracts, and other legal documents are signed and recorded; associated records and documents are obtained, and public notices and ordinances are published.
 Oversees and completes all public records requests; notes and submits requests that need to be reviewed by the City Attorney before being fulfilled. Processes city-wide payroll: inputs and monitors employee time, leaves, and timecard exceptions; creates timecard reports; submits reports and makes edits as necessary; ensures benefit deductions are processed accurately; complies with finance and administration requests for payroll related information.  Processes a variety of personnel documents including industrial injury reports, workers' compensation claims, garnishments, claims against the City, verifications of employment, job postings, website updates, unemployment claims and job advertisements for the purpose of providing timely information and/or ensuring compliance with Labor Law, Government Code and/or City Policy.  Processes claims filed against the city for liability and worker's compensation.  Assists in the development of policies, procedures, and agreements.  Provides recommendations in support of improved procedures and processes for employee benefits, liability, insurance, safety, and workers compensation programs.  Attends and participates in professional and community meetings; stays current on issues relative to the field of administrative services; responds to and resolves sensitive and complex community and organization inquiries and complaints.
 Responds to the community, outside agencies, and internal departments regarding City programs.  Establishes positive working relationships with representatives of community organizations, state/local agencies and associations, city management and staff and the public.  Maintains employee master files for the purpose of documenting information and ensuring compliance with personnel rules and state/federal regulations.
 Prepares federal and state payroll tax deposits on a biweekly basis; ensures pay is consistent with federal and state regulations, as well as other existing contracts and Memorandums of Understanding (MOU's).  Inputs CalPERS retirement information and makes deposit of same for the purpose of ensuring member information and required retirement contributions are made in a timely manner; processes payroll adjustments as needed.
 Prepares period and special reports for the City as it relates to payroll; and aids in the completion of the annual budget information as it relates to payroll.
 Serves as a representative to the Central San Joaquin Valley Risk Management Association and ensures timely submission of reports, census, applications, etc. to same.  Designs, creates, and edits a variety of documents, including correspondence, letters, memos, agendas, reports, lists, forms, schedules, flyers, event materials, and statistical reports.  Researches, summarizes, and interprets data from a wide variety of sources and prepares a variety of reports according to established procedures and practices; submits reports to various local, state, and federal regulatory agencies.
 Serves as a liaison to staff, responding to inquiries and providing information in support of effective employee relations.
 Performs and conducts studies and special projects; collects and analyzes data; prepares draft reports to support departmental programs and makes recommendations for change in departmental procedures, policies, and programs.
 Performs other duties as assigned.
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Administrative Services Officer

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QUALIFICATIONS
Knowledge of:
 Principles and practices of human resources, including recruitment, selection and equal opportunity practices; risk management; and payroll administration.  Modern office management practices, procedures, technology, and computer equipment and applications, including word processing, database, and spreadsheet applications.  Applicable federal, state, and local laws, rules, regulations, ordinances, and City policies and procedures relevant to assigned area of responsibility, including the Brown Act and basic labor laws.  Record keeping and filing systems and methods.
 Principles and practices of data research, analysis, and report preparation.  Basic business arithmetic and accounting principles.
 Labor law and payroll processing practices.
 Business letter writing and the standard format for reports and correspondence.  Methods of preparing and processing various records, reports, forms, and other documents specific to assigned program, department, or division.
 English usage, grammar, spelling, vocabulary, and punctuation.  Current developments, related to public sector human resources and risk management.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Perform advanced and complex programmatic, technical, and administrative support work accurately and with use of independent judgment.
 Understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Interpret, apply, and explain applicable federal, state, and local laws, rules, regulations, ordinances, and City policies and procedures relevant to assigned area of responsibility.  Gather, analyze, interpret, summarize, and present administrative and technical information and data in an effective manner.
 Prepare, review, and present reports and other correspondence and communications in a clear and concise manner.
 Maintain accurate databases, records, and files.
 Maintain confidentiality and be discreet in handling and processing confidential information and data.  Compose correspondence and reports independently or from brief instructions.  Perform arithmetic, financial, and statistical computations accurately.  Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.  Effectively use computer systems, software, and modem business equipment to perform a variety of work tasks.
 Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
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Administrative Services Officer

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Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Associate’s degree with course work in public or business administration, risk management, or related field and/or five (5) years’ experience in risk management or human resource services. A bachelor’s degree from an accredited college or university with major course work in business administration, risk management, or related field and experience in a governmental setting is preferred.

Licenses and Certifications:

None

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects up to 10 pounds with the use of proper equipment. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL ELEMENTS
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. 182
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MARCH 2025
FLSA: EXEMPT

COMMUNITY DEVELOPMENT DIRECTOR

DEFINITION
Under general direction, plans, organizes, manages, and provides direction and oversight for all functions and activities of the Community Development Department, including planning, permitting, building inspection, code compliance, property management, housing and other programs, and special projects; coordinates assigned activities with other City departments, officials, outside agencies, and the public; fosters cooperative working relationships among City departments and with intergovernmental and regulatory agencies and various public and private groups; provides highly responsible and complex, professional assistance to the City Administrator and others in areas of expertise; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the City Administrator. Exercises general direction and supervision over professional, technical, and administrative support staff.

CLASS CHARACTERISTICS
This is a department head classification that oversees, directs, and participates in all activities of the Community Development Department, including short- and long-term planning, development and administration of departmental policies, procedures, and services. This class serves as the City’s professional expert on all matters related to the activities of the Department. Successful performance of the work requires knowledge of public policy, municipal functions and activities and the ability to develop, oversee, and implement projects and programs in a variety of areas. Responsibilities include coordinating the activities of the Department with those of other departments and outside agencies and managing and overseeing the complex and varied functions of the department. The incumbent is accountable for accomplishing departmental planning and operational goals and objectives and for furthering City goals and objectives within general policy guidelines.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the rights to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Assumes full management responsibility for all Community Development Department programs, services, and activities, including planning, permitting, and special projects.  Develops, directs, and coordinates the implementation of goals, objectives, policies, procedures, and work standards for the department; establishes, within City policy, appropriate budget, service, and staffing levels.
 Manages and participates in the development and administration of the department’s annual budget; directs the forecast of additional funds needed for staffing, equipment, materials, and supplies; directs the monitoring of and approves expenditures; directs and implements adjustments as necessary. 183
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 Selects, trains, motivates, and directs department personnel; evaluates and reviews work for acceptability and conformance with department standards, including program and project priorities and performance evaluations; works with employees on performance issues; implements discipline and termination procedures; responds to staff questions and concerns.
 Contributes to the overall quality of the department’s service by developing, reviewing, and implementing policies and procedures to meet legal requirements and the City needs related to the physical and economic development; continuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; assesses and monitors the distribution of work, support systems, and internal reporting relationships; identifies opportunities for improvement; directs the implementation of change.
 Meets with developers, engineers, business owners, property owners, contractors, and other agencies to discuss merits and concerns of development proposals; provides various parties with guidance on how to proceed; oversees negotiations and agreements regarding environment-related issues, rights-of-way, and open space easements, and financial participation; discusses status of development projects with applicants.
 Oversees activities of the Successor Agency of the former Redevelopment Agency; keeps abreast of related state laws and regulations.
 Prepare consultant requests for proposals for professional services and advertising and bid processes City construction projects; evaluates proposals and recommends project award; coordinates with legal counsel to determine City needs and requirements for contractual services; negotiates contracts and agreements and administers same after award.
 Writes and administers local, state, and federal grants; manage grant funded projects and programs; ensures compliance with grant requirements.
 Directs, coordinates and reviews amendments to the General Plan; provides general plan and code interpretation as needed; provides analysis, recommendations, and implementation of policies and procedures; develops and presents recommendations on a variety of permits, maps, ordinances, zone changes, subdivision matters, applications and all other planning related matters.  Plans, manages, and oversees various operations, and activities of the City including, but not limited to, the Farmers Market and Dragoon Gulch Trail.
 Represents the department to other City departments, elected officials, and outside agencies including the City Council and Planning Commission; serves as Secretary for the Planning Commission; explains and interprets departmental programs, policies, and activities; negotiates and resolves significant and controversial issues.
 Participates in and makes presentations to the City Council, Planning Commission, and a variety of committees, boards and commissions; attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of community development and other services as they relate to the area of assignment.
 Monitors changes in laws, regulations and technology that may affect office operations; drafts recommendations for code and/or ordinance changes or standards.  Maintains and directs the maintenance of working and official division files.  Performs other duties as assigned.

QUALIFICATIONS
Knowledge of:
 Organizational and management practices as applied to the analysis and evaluation of planning projects, programs, policies, procedures, and operational needs; principles and practices of municipal government administration.
 Principles and techniques of conducting site planning, subdivision design, land use, and other analytical studies, evaluating alternatives, and making sound recommendations.  Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and supervision of staff.
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 Public agency budget development, contract and grant administration, City-wide administrative practices, and general principles of risk management related to the functions of the assigned area.  Theories, principles, and contents of General Plan, land use, zoning, subdivision, and planning regulations, natural resource protection, and environmental laws.  Applicable federal, state, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility including the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA).  Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and the training of staff in work procedures.  Technical, legal, financial, and public relations problems associated with the management of community development programs and city planning.
 Methods and techniques for the development of presentations, contract negotiations, business correspondence, and information distribution; research and reporting methods, techniques, and procedures.
 Methods and techniques of eliciting community participation in planning and development issues.  Record keeping principles and procedures.
 Modern office practices, methods, and computer equipment and applications related to the work.  English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for effectively representing the City in contacts with governmental agencies, community groups, and various business, professional, educational, regulatory, and legislative organizations.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Develop and implement goals, objectives, policies, procedures, work standards, and internal controls for the planning department and assigned program areas.  Provide administrative and professional leadership and direction for the department and the City.  Prepare and administer budgets; allocate limited resources in a cost effective manner.  Interpret, apply, explain, and ensure compliance with applicable federal, state, and local laws, rules, regulations, policies, and procedures.
 Plan, organize, direct, and coordinate the work of assigned personnel; delegate authority and responsibility.
 Select, train, motivate, and evaluate the work of staff and train staff in work procedures.  Initiate solicitations, including requests for proposal to provide materials and services; coordinate and participate in the evaluation of submittals; negotiate and execute contracts; prepare and submit agenda items for contract approval; administer and manage contracts ensuring compliance with all requirements.
 Effectively administer a variety of community development programs, projects and activities.  Write and administer grants and implement various state and federal project/programs including Caltrans funded projects.
 Conduct effective negotiations and effectively represent the City and the department in meetings with governmental agencies, contractors, vendors, and various businesses, professional, regulatory, and legislative organizations.
 Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.  Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
 Operate office equipment and computer applications related to the work.  Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
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Community Development Director

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Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

An associate’s degree in planning, economics or related field is required. A minimum of seven (7) years of management and/or administrative experience in community development, land use planning, and project administration, including supervisory experience. A bachelor’s degree from an accredited college or university with major course work in land use planning, geography, architecture, landscape architecture, public administration, economics, environmental studies, engineering, business management or closely related courses is preferred.

License and Certification:
 Possession of a valid California class C driver’s license and a satisfactory driving record.

PHYSICAL DEMANDS
Work is performed in an office environment and in the field. The office environment requires the mobility to work in a standard office setting and use standard office equipment, including a computer, vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. The field work requires light physical effort and the agility to inspect temporary, unfinished, construction sites and access points.

ENVIRONMENTAL ELEMENTS
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees also work in the field and may be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, rough terrains, vibration, mechanical and/or electrical hazards, and hazardous physical substances and fumes.

Employees may interact with challenging staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Must be able to attend meetings and other activities outside of normal working hours. 186
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MARCH 2025
FLSA: EXEMPT

FIRE CHIEF

DEFINITION
Under administrative direction, plans, organizes, manages, and provides direction and oversight for all functions and activities of the Fire Department, including fire prevention and inspection programs, response to fires, medical emergency, rescue, hazardous materials, natural and man-made incidents, and other public services; coordinates assigned activities with other City departments, officials, outside agencies, and the public; fosters cooperative working relationships among City departments and with intergovernmental and regulatory agencies and various public and private groups; provides responsible professional assistance to the City Administrator in areas of expertise; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the City Administrator. The work provides for a wide variety of independent decision-making, within legal and general policy and regulatory guidelines. Exercises general direction and supervision over supervisory, technical, and administrative support staff through subordinate levels of supervision.

CLASS CHARACTERISTICS
This is a Department Director classification that oversees, directs, and participates in all activities of the Fire Department, including short- and long-range planning, development, and administration of departmental policies, procedures, and services. This class provides assistance to the City Administrator in a variety of administrative, coordinative, analytical, and liaison capacities. Successful performance of the work requires knowledge of public policy, municipal functions and activities, including the role of an elected City Council, and the ability to develop, oversee, and implement projects and programs in a variety of areas. Responsibilities include coordinating the activities of the department with those of other departments and agencies and managing and overseeing the complex and varied functions of the department. The incumbent is accountable for accomplishing departmental planning and operational goals and objectives and for furthering City goals and objectives within general policy guidelines.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Assumes full management responsibility for all Fire Department programs, services, and activities.  Develops, directs, and coordinates the implementation of goals, objectives, policies, procedures, and work standards for the Fire Department.
 Manages and participates in the development and administration of the department’s budget; directs the forecast of additional funds needed for staffing, equipment, and supplies; directs the monitoring of and approves expenditures; directs and implements budgetary adjustments as necessary.  Selects, trains, motivates, and directs department personnel; evaluates and reviews work for acceptability and conformance with department standards, including program and project priorities and 187
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performance evaluations; works with employees to correct deficiencies; implements discipline and termination procedures; responds to staff questions and concerns.  Administers, coordinates, manages, and personally performs work in support of a variety of departmental programs and activities such as fire administration, prevention, public education, inspection, rescue, emergency medical treatment, hazardous material response, fleet equipment maintenance, inventory, training, or other aspects of the fire prevention and suppression programs.  Establishes incident command system at emergencies; directs firefighting operations, including commanding tactical and safety activities to ensure all response activities are conducted in a manner consistent with prescribed policies and procedures.

 Contributes to the overall quality of the department’s service by developing, reviewing, and implementing policies and procedures to meet legal requirements and City needs; continuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; assesses and monitors the distribution of work, support systems, and internal reporting relationships; identifies opportunities for improvement; directs the implementation of change.  Directs all activities of the pre-fire inspection, including administration of City codes/ordinances as adopted, and permit procedures.
 Represents the department to other City departments, elected officials, and outside agencies; explains and interprets departmental programs, policies, and activities; negotiates and resolves significant and controversial issues.
 Conducts a variety of departmental organizational and operational studies and investigations; recommends modifications to programs, policies, and procedures as appropriate.  Participates in and makes presentations to the City Council and a wide variety of committees, boards, and commissions.
 Participates in response to all risk emergency calls; directs regular and part-time staff at incident scenes.  Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of fire safety and other services as they relate to the area of assignment.  Maintains and directs the maintenance of working and official departmental files.  Monitors changes in laws, regulations, and technology that may affect City or departmental operations; implements policy and procedural changes as required.
 Prepares, reviews, and presents staff reports, various management and information updates, and reports on special projects as assigned by the City Administrator.  Responds to public inquiries and complaints and assists with resolutions and alternative recommendations.
 Performs other duties as assigned.

Fire Chief

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 Methods and techniques for the development of presentations, contract negotiations, business correspondence, and information distribution; research and reporting methods, techniques, and procedures.
 Record keeping principles and procedures.
 Modern office practices, methods, and computer equipment and applications related to the work.  English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for effectively representing the City in contacts with governmental agencies, community groups, and various business, professional, educational, regulatory, and legislative organizations.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Develop and implement goals, objectives, policies, procedures, work standards, and internal controls for the department and assigned program areas.
 Provide administrative and professional leadership and direction for the department and the City.  Prepare and administer budgets; allocate limited resources in a cost effective manner.  Interpret, apply, explain, and ensure compliance with federal, state, and local policies, procedures, laws, and regulations.
 Plan, organize, direct, and coordinate the work of management, supervisory, professional, and technical personnel; delegate authority and responsibility.
 Select, train, motivate, and evaluate the work of staff and train staff in work procedures.  Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Effectively administer special projects with contractual agreements and ensure compliance with stipulations; effectively administer a variety of public works programs and administrative activities.  Conduct effective negotiations and effectively represent the City and the department in meetings with governmental agencies, contractors, vendors, and various businesses, professional, regulatory, and legislative organizations.
 Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.  Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
 Establish and maintain a variety of filing, record-keeping, and tracking systems.  Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.  Operate modern office equipment including computer equipment and specialized software applications programs.
 Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

An associate’s degree in fire science, business or public administration or related field is required. A minimum of seven (7) years of progressively responsible experience, including two (2) years management experience at a Fire Captain level or above. A bachelor’s degree from an accredited college or university with major course work in fire science, business or public administration or closely related courses is preferred.
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Licenses and Certifications:
 Possession of a valid California Class C Driver’s License with a Firefighter endorsement and have a responsible driving record. If applying from out of state, must possess a valid driver’s license with a responsible driving record, and be able to obtain a California Class C Driver’s License with a Firefighter endorsement within 6 months of appointment.
 Possess and maintain a valid EMT-I certification, or possess and maintain a valid EMT-P issued by the State of California.
 Federal Emergency Management Association’s National Incident Management System (NIMS) IS700 and National Response Framework (NFR) IS800, ICS 100 and 200 courses.  Possession of a Chief Fire Officer Certificate.
 Ability to obtain within 24 months California State Fire Marshal Certification is desirable.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; mobility, physical strength, and stamina to respond to all risk emergency situations and use all emergency apparatus and equipment; perform medium to heavy physical work, to work in confined spaces, around machines, and to climb and descend ladders; to operate a motor vehicle and to visit various City and meeting sites; vision to discern colors and assess emergency situations, including medical incidents and to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone or radio. This is partially a sedentary, partially a field classification that requires operating in emergency situations and identifying and assessing problems or hazards. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator, operate standard office equipment, and to operate above-mentioned apparatus and equipment. Positions in this classification bend, stoop, kneel, reach, and climb to perform work and inspect work sites and push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials, objects, and individuals necessary to perform job functions.

ENVIRONMENTAL ELEMENTS
Employees partially work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. The work also involves work in the field with exposure to loud noise levels, extreme temperatures, inclement weather conditions, road hazards, substantial heights, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
May be required to work on evenings, weekends, and holidays and monitor radio traffic on 24-hour shifts as assigned.
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MARCH 2025
FLSA: EXEMPT

POLICE LIEUTENANT

DEFINITION
Under general direction, plans, organizes, oversees, supervises, reviews and evaluates work of field service officers or investigative, dispatch and records staff through a subordinate level of supervision; trains staff and provides for their professional development; develops and implements specific departmental operational programs; provides complex administrative and budgetary support to the Police Chief; acts for the Chief on a relief or as assigned basis; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Police Chief. Exercises direct and general supervision over sworn and non-sworn staff through subordinate supervisors.

CLASS CHARACTERISTICS
This is the mid-management level classification within the City’s Police Department. Incumbents organize and oversee all sworn and non-sworn units within the Police Department. Responsibilities include performing diverse, specialized, and complex work involving significant accountability and decisionmaking responsibility. The incumbent organizes and oversees day-to-day services and activities and is responsible for providing professional-level support to the Police Chief including participating in short- and long-term planning and development, and administration and various other projects and studies. This class is distinguished from Police Chief in that the latter has overall management responsibility of the Police Department.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Plans, manages, and oversees the daily functions, operations, and activities of the Police Department, including patrol, traffic, crime prevention, investigation, communications, dispatch, records and property and evidence.
 Manages and participates in the development and implementation of goals, objectives, policies, and priorities for assigned functions and programs; recommends and administers policies and procedures; recommends, within departmental policy, appropriate service and staffing levels.  Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees on performance issues; responds to staff questions and concerns; makes discipline recommendations.
 Coordinates activities of staff and the division with those of other City departments and outside agencies.
 Assists in managing and participates in the development and administration of the Police Department’s annual budget; directs the forecast of additional funds needed for staffing, equipment, materials, and 191
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supplies; directs the monitoring of and approves expenditures; directs and implements adjustments as necessary; evaluates new revenue generating and cost saving initiatives.  Develops and standardizes procedures and methods to improve the efficiency and effectiveness of police services and programs; assesses and monitors workload; identifies opportunities for improvement and makes recommendations to the Police Chief.  Conducts a variety of organizational studies, investigations, and operational studies; recommends modifications to departmental programs, policies, and procedures as appropriate.  Investigates and resolves problems with requests for services or complaints regarding police functions; conducts internal investigations of complaints from officers and/or the public; mediates any conflicts or disputes with department personnel or the public; takes appropriate action to ensure a timely and equitable resolution as necessary.
 Provides effective professional liaison between the Police Department and other City Departments and divisions.
 Oversees the maintenance of departmental files; directs the release of records; manages dispatch activities.
 Represents the City and/or the Police Department in meetings with members of other public and private organizations, businesses, educational and community groups.  Responds to emergency or unusual situations; performs the full range of patrol, investigative, and related duties of an officer and assumes a command role as appropriate; may oversee and coordinate the work of multi-agency task forces or committees.
 Provides highly complex staff assistance to the Police Chief; develops and reviews staff reports related to assigned activities and services; may present information to the City Council and various commissions, committees, and boards; performs a variety of public relations and outreach work related to assigned activities.
 Assists in providing leadership and administrative expertise during major emergency situations and natural disasters utilizing standardized Emergency Management System (EMS) regulations, including participating in organizing operations center, call back of personnel and equipment resources, providing active management of emergencies and disasters utilizing City’s emergency action, and participating in organizing, planning, and practicing EMS training.
 Attends and participates in professional group meetings; stays abreast of new trends and innovations in police services; researches emerging products and enhancements and their applicability to City needs.  Assists the Police Chief with special projects, as needed.  Assumes departmental command when authorized to do so.  Performs other duties as assigned.

QUALIFICATIONS
Knowledge of:
 Administrative principles and practices, including goal setting, work plan development, implementation, and evaluation.
 Principles and practices of employee supervision, including planning and assigning work, performance review and evaluation, and the training of staff in work procedures.  Public agency budgetary, contract administration, and general principles of risk management related to the functions of the assigned area.
 Applicable federal, state, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
 Functions, services and funding sources, of a full-service municipal police department.  Law enforcement principles, practices, and techniques related to patrol, traffic enforcement, crime scene control and investigation, protection of life and property, and pursuit, apprehension, and transport of suspects.
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 Rules of evidence regarding search and seizure and the preservation of evidence.  Investigation and identification techniques and equipment.  Courtroom procedures and techniques for testifying.
 Recent and ongoing developments, current literature, and sources of information related to the operations of a municipal police department.
 Safety practices and equipment related to the work, including the safe use and proper care of firearms.  Safety principles and practices, including First Aid and adult and child CPR.  Modern office practices, methods, and computer equipment which may include, but is not limited to, mobile technology and electronic devices, and software related to the work.  English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for effectively representing the City in contacts with governmental agencies, community groups; various business, professional, educational and regulatory organizations; and with property owners, developers, contractors, and the public.
 Techniques to effectively interact with individuals of various ages, socio-economic, and ethnic groups.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 Safe driving rules and practices.

Ability to:
 Assist in developing and implementing of goals, objectives, and practices for providing effective and efficient services.
 Plan, organize, assign, review, and evaluate the work of staff; train staff in work procedures.  Evaluate and develop improvements in operations, procedures, policies, or methods.  Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Interpret and explain public safety programs to the general public; identify and respond to issues and concerns of the public, City Council, and other boards and commissions.  Conduct complex research projects, evaluate alternatives, and make sound recommendations.  Effectively represent the department and the City in meetings with governmental agencies, community groups, and various business, professional, and regulatory organizations and individuals.  Coordinate assigned activities with other City departments and agencies as required.  Direct the work of contract consultants.
 Prepare and present clear, concise, and logical written and oral reports, correspondence, policies, procedures, and other written material.
 Establish and maintain a variety of filing, recordkeeping, and tracking systems.  Make sound, independent decisions within established policy and procedural guidelines.  Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.  Operate modern office equipment including computer equipment and specialized software application programs.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Use English effectively to communicate in person, over the telephone, and in writing.  Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
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Police Lieutenant

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Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

An associate’s degree in criminal justice, police science, public administration, or related field is required.

A minimum of seven (7) years of supervisory experience in the police service equivalent to Police Sergeant or above at the City. A bachelor’s degree from an accredited college or university with major course work in criminal justice, police science, public administration or closely related courses is preferred.

Licenses and Certifications:
 Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.  Possession of a Supervisory Certificate issued by the California State Commission on Peace Officer Standards and Training (P.O.S.T.).

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; maintain P.O.S.T. physical standards, including mobility, physical strength, and stamina to respond to emergency situations and apprehend suspects; vision to maintain firearms qualification and to read printed material and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone or radio. The job involves fieldwork requiring frequent walking on uneven terrain, and climbing and descending structures to access crime scene and to identify problems or hazards.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate police services equipment. Positions in this classification frequently bend, stoop, kneel, reach, and climb to perform work and inspect work sites. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

ENVIRONMENTAL ELEMENTS
Employees work indoors and outdoors, and are exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, vibration, confining workspaces, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. The principal duties of this class are performed in a police station environment with exposure to criminal offenders, mentally ill individuals, and persons potentially infected with communicable diseases. 194
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MARCH 2025
FLSA: EXEMPT

POLICE CHIEF

DEFINITION
Under administrative direction, plans, organizes, manages, and provides administrative direction and oversight for all functions and activities of the Police Department, including field operations, criminal investigations, emergency dispatch, and records management; coordinates assigned activities with other City departments, officials, outside agencies, and the public; fosters cooperative working relationships among City departments and with intergovernmental and regulatory agencies and various public and private groups; provides highly responsible and complex professional assistance to the City Administrator in areas of expertise; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the City Administrator. The work provides for a wide variety of independent decision-making, within legal and general policy and regulatory guidelines. Exercises general direction and supervision over management, supervisory, professional, technical, and administrative support staff through subordinate levels of management and supervision.

CLASS CHARACTERISTICS
This is the department head level classification within the Police Department. Incumbents in this classification oversee, direct, and participate in all activities of the Police Department, including short- and long-range planning, development, and administration of departmental policies, procedures, and services.

This class provides assistance to the City Administrator in a variety of administrative, coordinative, analytical, and liaison capacities. Successful performance of the work requires knowledge of public policy, municipal functions and activities, including the role of an elected City Council, and the ability to develop, oversee, and implement projects and programs in a variety of areas. Responsibilities include coordinating the activities of the department with those of other departments and agencies and managing and overseeing the complex and varied functions of the department. The incumbent is accountable for accomplishing departmental planning and operational goals and objectives and for furthering City goals and objectives within general policy guidelines.

Police Chief

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 Manages and participates in the development and administration of the department’s budget; directs the forecast of additional funds needed for staffing, equipment and supplies; directs the monitoring of and approves expenditures; directs and implements budgetary adjustments as necessary.  Selects, trains, motivates, and directs Department personnel; evaluates and reviews work for acceptability and conformance with department standards, including program and project priorities and performance evaluations; works with employees to correct deficiencies; implements discipline and termination procedures; responds to staff questions and concerns.  Contributes to the overall quality of the department’s service by developing, reviewing and implementing policies and procedures to meet legal requirements and City needs; continuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; assesses and monitors the distribution of work, support systems and internal reporting relationships; identifies opportunities for improvement; directs the implementation of change.  Develops cooperative working relationships and mutual aid agreements with representatives of other local public safety departments; coordinates activities with other law enforcement and public service agencies, including participation in high profile or complex investigations.  Monitors legal, regulatory, technological and societal changes and court decisions that may affect the work of the department; determines equipment acquisition, training programs and procedural changes to ensure retention of qualified staff and the provision of services to the community in an effective, efficient and economical manner.
 Oversees the development of consultant requests for proposals for professional services and the advertising and bid processes; evaluates proposals and recommends project award; coordinates with legal counsel to determine City needs and requirements for contractual services; negotiates contracts and agreements and administers same after award.
 Responds to major crime scenes, accidents, or emergencies and assumes immediate command of police activities, including supervising and participating in any or all crime scene processes, providing technical advice and direction, and requesting additional resources as necessary.  Represents the department to other City departments, elected officials, and outside agencies; explains and interprets departmental programs, policies, and activities; negotiates and resolves significant and controversial issues.
 Conducts a variety of departmental organizational and operational studies and investigations; recommends modifications to programs, policies, and procedures as appropriate.  Participates in and makes presentations to the City Council and a wide variety of committees, boards, and commissions.
 Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of police safety and other services as they relate to the area of assignment.  Maintains and directs the maintenance of working and official departmental files.  Monitors changes in laws, regulations, and technology that may affect City or departmental operations; implements policy and procedural changes as required.
 Prepares, reviews, and presents staff reports, various management and information updates, and reports on special projects as assigned by the City Administrator.  Responds to public inquiries and complaints and assists with resolutions and alternative recommendations.
 Serves as a spokesperson for the Police Department at a variety of community events, meetings, and other public relations activities.
 Performs other duties as assigned.
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Police Chief

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QUALIFICATIONS
Knowledge of:
 Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and supervision of staff, either directly or through subordinate levels of supervision.  Public agency budget development, contract administration, City-wide administrative practices, and general principles of risk management related to the functions of the assigned area.  Organizational and management practices as applied to the analysis and evaluation of projects, programs, policies, procedures, and operational needs; principles and practices of municipal government administration.
 Principles and practices of police or public safety program development, management in a municipal setting, and police safety program planning and budgeting.  Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
 Methods and techniques for the development of presentations, contract negotiations, business correspondence, and information distribution; research and reporting methods, techniques, and procedures.
 Record keeping principles and procedures.
 Modern office practices, methods, and computer equipment and applications related to the work.  English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for effectively representing the City in contacts with governmental agencies, community groups, and various business, professional, educational, regulatory, and legislative organizations.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Develop and implement goals, objectives, policies, procedures, work standards, and internal controls for the department, personnel and assigned program areas.  Provide administrative and professional leadership and direction for the department and the City.  Prepare and administer large and complex budgets; allocate limited resources in a cost effective manner.
 Interpret, apply, explain, and ensure compliance with Federal, State, and local policies, procedures, laws, and regulations.
 Plan, organize, direct, and coordinate the work of management, supervisory, professional, and technical personnel; delegate authority and responsibility.
 Select, train, motivate, and evaluate the work of staff and train staff in work procedures.  Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Effectively administer special projects with contractual agreements and ensure compliance with stipulations; effectively administer a variety of public works programs and administrative activities.  Conduct effective negotiations and effectively represent the City and the department in meetings with governmental agencies, contractors, vendors, and various businesses, professional, regulatory, and legislative organizations.
 Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.  Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
 Establish and maintain a variety of filing, record-keeping, and tracking systems.  Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, meet milestones and critical deadlines.  Operate modern office equipment including computer equipment and specialized software applications programs.
 Use English effectively to communicate in person, over the telephone, and in writing. 197
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Police Chief

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 Use tact, initiative, prudence, political acumen, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skill, and abilities is qualifying. A typical way to obtain the required qualifications would be:

An associate’s degree in criminal justice, police science, public administration, or related field is required, and eight years of broad and extensive experience in all major areas of municipal police work. A minimum of seven (7) years of management and/or administrative experience in police service or a related field. A bachelor's degree from an accredited college or university with major course work in criminal justice, police science, public administration or closely related courses is preferred.

Licenses and Certifications:
 Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.  Possession of a Management Certificate issued by the California State Commission on Peace Officer Standards and Training (P.O.S.T.).

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; maintain P.O.S.T. physical standards, including mobility and physical strength and stamina to respond to emergency situations and apprehend suspects; vision to maintain firearms qualification and to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone or radio. The job involves fieldwork requiring frequent walking on uneven terrain, climbing and descending structures to access crime scene and to identify problems or hazards.

ENVIRONMENTAL ELEMENTS
Employees work indoors and outdoors, and are exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. The principal duties of this class are performed in a police station environment with exposure to criminal offenders, mentally ill individuals, and persons potentially infected with communicable diseases. 198
Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: March 17, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Chris Gorsky, Administrative Services Director
SUBJECT: Consider Acceptance of the Mid-Year Budget Update for Fiscal Year 2024/25; Consider Approving the Recommended Budget Adjustments as Presented on Page 22 of the Report.

RECOMMENDATION:

Consider Acceptance of the Fiscal Year 24/25 Mid-Year Budget Update with Recommended Adjustments, as Presented on Page 22 of the Report.

BACKGROUND:

The annual Mid-Year Budget Review is a crucial component in ensuring financial transparency and stability. It allows the City Council to assess the General Fund Budget, make necessary adjustments based on actual fiscal outcomes, and gain a clear understanding of the City's current financial health. Additionally, the Mid-Year review supports the Council in shaping the upcoming Fiscal Year 2025-26 budget. The City Council adopted a balanced FY24/25 Budget on June 17, 2024. The budget update looks at revenue and expenditures for the six months ending December 31, 2024.

DISCUSSION / ANALYSIS:

Revenue trends are beginning to show signs of weakness, reflecting broader economic challenges. Total sales tax revenues are approximately 3.5% below original estimates and 9% below the prior fiscal year. Bradley Burns Sales Tax revenues are down 5% from our conservative budget estimates, while Measure Y, the 1% sales and use tax passed by voters in November 2022, is down by 1.2% from our earlier estimates. While Transient Occupancy Tax (TOT) and the Public Benefit Fee for Cannabis dispensaries are both within budget estimates, they are both down from the prior fiscal year. These revenue declines highlight a slowing local economy, impacted by several factors. Higher interest rates, introduced to curb inflation, have reduced consumer spending on discretionary goods and services, which are key drivers of sales tax and transient occupancy tax revenues in the City.

Staff have identified a set of Mid-Year Budget adjustments for Council’s consideration. The proposed budget changes reflect the revised estimates to revenues and expenditures as detailed on page 22 of the FY24/25 MidYear Budget report. 199
Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP FISCAL IMPACT:

The General Fund started the fiscal year, July 1, 2024, with a fund balance available of approximately $10 million and at the Mid-Year Update, December 31, 2024, at approximately $12 million. The FY24/25 General Fund budget changes are a net $0 change, funds that are not used will either be budgeted in the next fiscal year or are transferred to various reserve accounts as presented on page 22 of the Mid-Year Budget Update.

ATTACHMENTS:
 Mid-Year Budget Update
CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan, Homelessness Issues, Staffing - Salary, Benefits, Training, and Retention
200
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Mid Year Budget Report
FY 2024-2025
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Table of Contents
INTRODUCTION 4
Timeframe and Limitations 4
Executive Summary 4
GENERAL FUND – KEY REVENUE ANALYSIS 10
Measure Y 11
Bradley Burns Sales Tax 12
Property Tax 13
Franchise Fees 14
Business License Tax 15
Transient Occupancy Tax 16
Charges for Services 17
Licenses and Permits 18
Cannabis Dispensary Revenues 19
GENERAL FUND – KEY EXPENDITURE ANALYSIS 20
Salaries and Benefits 20
Operating Expenditures 21
Capital Improvements 22
FY24/25 RECOMMENDED FIRST HALF BUDGET ADJUSTMENTS 23
Summary of Recommended Budget Adjustments 23
FINANCIAL SUMMARIES, PROJECTIONS AND RECOMMENDATIONS 25 General Fund 25
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SPECIAL REVENUE FUND: MEASURE I 26
Measure I: Police Department 27
Measure I: Fire Department 28
Measure I: Public Works 29
DEPARTMENT UPDATES 31
COMMUNITY DEVELOPMENT 32
Mid-Year Goals and Accomplishments 32
POLICE DEPARTMENT 34
Mid-Year Goals and Accomplishments 34
FIRE DEPARTMENT 35
Mid-Year Goals and Accomplishments 35
ENGINEERING DEPARTMENT 36
Mid-Year Goals and Accomplishments 36
SONORA CAPITAL IMPROVEMENT PROJECTS 37
PUBLIC WORKS DEPARTMENT 38
Mid-Year Goals and Accomplishments 38
ADMINISTRATIVE SERVICES DEPARTMENT 39
Mid-Year Goals and Accomplishments 39
CONCLUSION 40
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Introduction
The City Council adopted the FY24/25 budget at its June 17th, 2024 meeting. The mid-year financial report provides an analysis of the City’s General Fund, Special Revenue Funds and Capital Improvements revenues and expenditures for the first half of FY24/25, for the six months ending December 31st, 2024. Recommended adjustments are made to ensure the budget reflects the City’s current revenue outlook and is responsive to the changing financial landscape and city priorities.

These budget updates have two purposes. First, to provide regular updates to the City Council regarding revenue and expenditure trends ensuring the City Council has a strong understanding of the current financial condition, this is necessary to proactively respond to unanticipated changes or emerging trends. Second, and equally important, these reports increase the transparency of City finances. The City is ultimately accountable to its residents to use City revenues efficiently and effectively, providing the highest quality services. Ongoing public reporting provides taxpayers with the information they need to hold the City to this standard.

With respect to revenues: The City regularly monitors and adjusts its year-end revenue projections based on actual revenue performance and forecasting models to develop a more accurate picture of the City’s anticipated year-end financial position.

With respect to expenditures: The expenditure information in this report is extracted directly from the City’s financial management system, and adjustments are made to account for certain known payments, reimbursements, or transfers between City departments and funds that have not yet been processed in the system at the time of publication. It represents a snapshot of City expenditures at a certain point in time and does not reflect final FY24/25 adjustments.

Timeframe and Limitations
The information in this report is the most accurate and up-to-date information available at the time of publication. However, this report is not an audited financial statement and the numbers provided herein are preliminary and subject to change as the year progresses. No data on revenues and expenditures is final until the City has completed its annual financial audit, which is released each year for the prior year.

Executive Summary
The City of Sonora has made significant strides in implementing the goals outlined in its 2024 strategic plan during the first half of the fiscal year, as summarized in the department updates starting on page 28. Showcasing ongoing progress in improving community infrastructure and services.

The financial results for the first half of Fiscal Year 24/25 are based on the most current financial information and economic assumptions available.

On page 23 are the budget adjustments that are recommended by City Staff to complete the fiscal year and to continue to navigate the economic uncertainty ahead. 204
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As the City of Sonora reaches the midpoint of the fiscal year, it is essential to consider the potential impacts of an economic slowdown driven by persistently high inflation rates and elevated interest rates. These economic conditions pose challenges that could impact the City’s revenue streams, particularly sales tax collections, which form a significant portion of the General Fund. Slowing consumer spending and higher borrowing costs by citizens and the federal government may reduce retail sales activity, directly affecting revenues generated through both Measure Y and the BradleyBurns Local Sales and Use Tax.

Given these uncertainties, the City Council should remain vigilant in monitoring economic trends and be prepared to adjust budget projections as needed. Fiscal prudence will be crucial in ensuring the City can continue delivering essential services while maintaining financial flexibility to respond to changing economic conditions.

Key Accomplishments in the First Half of FY24/25
Despite the potential economic headwinds, the City of Sonora has made significant progress in the first half of the fiscal year, achieving milestones that reflect the City’s dedication to enhancing infrastructure, supporting public safety, and strengthening the workforce. • Hospital Road Restoration: The City successfully completed restoration work on Hospital Road, improving access and safety along this local roadway. • Snell Road Reconstruction Progress: The City’s engineering team has made substantial progress in advancing the design phase of the Snell Road (Phase 1) reconstruction, bringing the project closer to implementation. This project remains a top infrastructure priority and is crucial for improving transportation within the City.
• Rotary Park Pickleball Court: The addition of a new pickleball court at Rotary Park will provide a valuable recreational amenity, supporting healthy lifestyles and community engagement.
• Support for Public Safety: The City allocated resources to support recruitment efforts within the police department, ensuring that all sworn positions are now fully staffed. This achievement not only strengthens public safety but also reflects the City’s commitment to maintaining a highly qualified workforce. The City also completed the Police Department facility needs assessment, outlining the need for a replacement Police Department facility. • Labor Negotiations and Workforce Investment: The City has also engaged in productive negotiations with employee unions, including the Sonora Police Officers Association (SPOA), the Sonora Confidential Employees Association (SCEA) and the Sonora Management Employees Association (SMEA). These negotiations are focused on bringing marketcompetitive wages to City employees, addressing recruitment and retention challenges, and recognizing the essential role of the workforce in delivering quality public services.

To support these labor commitments, the City has strategically allocated FY23/24 Measure Y revenues into a dedicated labor reserve fund, ensuring that additional labor costs are fully 205
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covered for the next eight years. City Staff will be challenged to extend this reserve to ten years by allocated additional resources in the upcoming Fiscal Year 25/26 budget. This approach preserves the full amount of future Measure Y revenues, allowing the City to direct these funds toward other community priorities and essential services without compromising its long-term labor obligations. This approach reflects the City’s commitment to both fiscal responsibility and competitive employee compensation, both strategic plan objectives. (Council priority #51,56, 60)
Challenges and Resource Demands
While the accomplishments of the first half of the year are noteworthy, the City continues to face substantial resource demands that will require careful planning and prioritization. Key unfunded infrastructure needs include:
• Road Maintenance: The City of Sonora faces a significant challenge in maintaining its 30 miles of roadway, which are essential for supporting local transportation, public safety, and economic activity. Ongoing investment in road maintenance is critical, as delaying repairs can lead to further deterioration, ultimately resulting in costlier full reconstructions in the future.

Proper and timely maintenance not only extends the lifespan of roadways but also reduces long-term costs and minimizes disruptions to the community. However, the financial demands of maintaining and reconstructing the City’s road network far exceed available funding. The City currently receives approximately $290,000 annually from gas tax revenues, and this is projected to decrease over time as electric vehicles become more prevalent, which represents the primary source of dedicated road maintenance funding. While these funds are essential, they are insufficient to meet the scale of the City’s road maintenance needs. As a rule, the cost of reconstructing a single mile of roadway is estimated at $1 million. This cost does not include associated improvements such as drainage, roadway striping, and federally mandated ADA curb ramp upgrades. The total of these construction costs vastly surpasses the City’s existing resources. Given the limited annual gas tax revenue, it would take at least 150 years to accumulate enough funding from this source alone to cover full reconstruction needs, without accounting for inflation or further deterioration. To address these challenges, the City of Sonora must explore additional funding options and pursue state and federal grants dedicated to infrastructure improvements. In July 2024, the City of Sonora had a pavement condition assessment completed as part of the setup for the IWorq portal, a software system for the community development department. The pavement condition assessment provided the estimated Remaining Service Life (RSL), in years, for each street or street segment located in the City. Below is a table of the reported RSL’s for the streets within the City.

However, it should be noted that the engineering team feels that these values may be higher than the actual current conditions.
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• Sidewalk Repairs: Sidewalk maintenance and repairs are essential components of the City of Sonora’s infrastructure strategy, playing a vital role in pedestrian safety, accessibility, and community connectivity. Well-maintained sidewalks not only encourage walking as a safe and sustainable mode of transportation but also ensure that all residents, including those of all ages and abilities, can navigate the community safely and independently. However, the City currently faces significant challenges in addressing its sidewalk maintenance needs. Aging infrastructure, tree root intrusions, and general wear and tear have contributed to uneven surfaces, cracks, and other hazards that pose risks to pedestrians. Much of the existing infrastructure within the City is out of compliance with current Americans with Disabilities Act (ADA) standards and have barriers to mobility, such as elevation differences, utilities, garbage and recycle bins in the path of travel. Failure to address these issues could result in increased safety risks, reduced accessibility, and heightened legal exposure for the City. • Main Drain Restoration: The City of Sonora’s main drain system, located in the heart of the community, is a vital component of the City’s infrastructure, responsible for managing stormwater runoff and protecting both public and private properties from flooding. However, the system is currently in urgent need of restoration, with repairs estimated at $10 million.

Failure to address these critical needs could lead to infrastructure failure, flooding, and significant environmental impacts, including erosion, water contamination, and damage to downstream ecosystems. To fully understand the scope and complexity of the restoration effort, in 2023 the City commissioned a comprehensive study called the Main Drain Field Inspection and Condition Report, which provided a detailed assessment of the system’s current condition, capacity limitations, and vulnerabilities. The findings from this study confirmed that delayed action could result in costlier emergency repairs, liability issues, and environmental degradation, further underscoring the need for a proactive restoration plan.

Several sections were estimated to have two years of life remaining. Given the complexity and cost of restoring the main drain system, the City has developed a phased approach to address the issues in a strategic and financially manageable manner. With the cost of these repairs, it is clear the City cannot complete this project using existing resources alone. The City of Sonora
Pavement Condition Assessment
Remaining
Service Life
(RSL) in Years
City
Roadways
(Miles)
0 Years 1.22
2 Years 0.07
4 Years 5.70
6 Years 16.47
8 Years 3.23
10 Years 3.06
20 Years 0.32
Total Road Miles 30.07
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City Council recognizes the critical need for state and federal grant funding to support this essential infrastructure project.
• Building Maintenance: The City of Sonora faces significant challenges related to the maintenance and utilization of its aging infrastructure. Over the years, limited financial resources and competing budget priorities have led to deferred maintenance on many of the thirteen City owned buildings, bathrooms, cemeteries, and parks, resulting in a growing backlog of repairs and upgrades. In addition to the maintenance challenges, the City owns several buildings that are currently vacant or underutilized. These properties, while representing potential assets, currently pose liability risks, incur ongoing maintenance costs, and tie up valuable resources that could be better allocated. As part of a long-term facilities management strategy, the City Council must consider options for these properties, including selling surplus buildings to generate resources that can be reinvested in critical infrastructure projects. Among the most pressing building needs is the City’s police department facility, which no longer meets the operational requirements of modern law enforcement. The current building is undersized for the growing needs of the department, lacking in modern security features essential for the safety of both officers and the public, operationally inefficient, with outdated infrastructure that limits the department's ability to effectively serve the community.

Given the significant costs associated with constructing a new police department building, the City Council should consider leveraging proceeds from the sale of surplus properties.

Addressing these needs will require a balanced approach that prioritizes critical infrastructure improvements while maintaining fiscal sustainability.

Planning for Financial Stability
The total budget for FY24/25 is $18.8 million, which included several budgeted transfers out of the General Fund and into specific reserve funds. A reserve fund is a designated fund where unspent resources are saved to ensure financial stability and flexibility for a city. These funds act as a safeguard, allowing the city to address unforeseen expenses, economic downturns, or specific future needs without disrupting essential services or increasing taxes. By establishing reserves the City is proactively planning for long-term sustainability. The reserves include:
• Economic Uncertainty Reserve: $2,855,863
• Labor Reserve: $3,965,000
• CalPERS Prefunding Reserve: $767,345
• Compensated Absences Reserve: $264,092
• Capital Improvement Reserve: $220,040
• Fleet Replacement Reserve: $289,765
• Risk Management Reserve: $255,860
• General Plan Reserve: $307,032
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Mid-Year Budget
Salaries and Benefits account for 43%, or $8.1 million of the $18.8 million total City budget, and 59% of the total General Fund expenditure of $13.8 million. General Fund expenditures for the first half are trending slightly lower than our expected range, with salaries and benefits trending around 45%.

Staff anticipates higher costs in the second half of the year due to the Police Department reaching full staffing in sworn positions, the implementation of the new memorandums of understanding with three of the labor groups going into effect and planned capital projects beginning in the 3rd quarter.

City staff continue to focus on controlling operational expenditures with the first half expenditure at about 52% of budget.

Revenue trends are beginning to show signs of weakness, reflecting broader economic challenges.

Total sales tax revenues are approximately 3.5% below original estimates and 9% below the prior year, prompting a recommended adjustment of ($150,000) in Bradley-Burns Sales Tax revenues and ($125,000) for Measure Y. Transient Occupancy Tax (TOT) and the Public Benefit Fee from cannabis dispensaries are tracking within budget projections, but remain down from the prior fiscal year by 6% and 1%, respectively. These revenue declines highlight a slowing local economy, impacted by several factors. Higher interest rates, implemented to combat inflation, have dampened consumer spending on discretionary goods and services, which are critical drivers of sales tax and transient occupancy tax revenues.

As part of the mid-year budget update, it is important to address the ongoing shift in sales tax distribution from e-commerce transactions in California. Historically, local sales tax revenues were primarily generated from brick-and-mortar businesses within city limits. However, with the rise of online retail, a significant portion of sales tax is now allocated based on the location of fulfillment centers rather than the point of sale. This shift has disproportionately benefited jurisdictions with large distribution hubs while reducing revenues for many cities, including ours. In response, the League of California Cities has proposed a policy solution recommending a 50/50 split of ecommerce sales tax revenue, ensuring that both the jurisdiction where the purchase is made and the jurisdiction where the order is fulfilled receive an equitable share. This approach aims to restore financial stability to cities that rely on sales tax revenue to fund essential services, infrastructure, and programs. The City will continue to monitor legislative efforts and advocate for fairer revenue distribution to support our local economy.

Overall, adjusted revenues and expenditures, for all sources, represent a net projected $0 change to the General Fund compared to the original budget. See the recommended budget adjustments on page 23.

With the noted budget adjustments and six months of data available, the City is on budget for the second half of the year.

FY24/25 Recommended Budget Adjustments
The recommended budget adjustments for the mid-year update appear on page 23. 209
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GENERAL FUND – KEY REVENUE ANALYSIS
The following discussion provides a status of significant General Fund revenue sources as of the first half of FY24/25, ending December 31, 2024. Staff monitors each revenue source closely and may recommend certain revenue adjustments based on revenue actuals or State and Federal budget actions.
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Measure Y
Fiscal Year 2024/25 marks the second full year of Measure Y revenues for the City, which has emerged as the largest single revenue source for the General Fund. Measure Y is projected to generate $4,300,000, representing 29% of the City’s budgeted General Fund revenues for the fiscal year. Under Measure Y, the City’s General Fund receives 1% of taxable sales, equating to 1 cent for every $1 of retail sales occurring within the City limits of Sonora.

Analysis – Measure Y sales tax receipts for the first half of FY24/25 are 1.2% lower than budgeted and 9.2% lower compared to the same period last year. This decline is primarily attributed to two factors: Prior year revenues included makeup collections from the initial weeks following the implementation of the tax. Softness in the local economy, reflecting broader economic trends impacting retail sales. City staff will continue to closely monitor sales tax receipts and work collaboratively with the City’s sales tax consultant to analyze emerging trends and ensure accurate forecasting for future periods.

Given the current trends, sales tax estimates for the second half of FY24/25 have been revised downward, requiring a budget adjustment of ($125,000), or (2%). Staff remain committed to maintaining fiscal flexibility and will provide updated projections as new data becomes available.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ - $ - $ - $ 2,273,214 $ 2,098,915 Fiscal Year Total Actual Revenues $ - $ - $ 600,163 $ 4,723,683 Fiscal Year Budgeted Revenues $ 4,300,000
% of Total 0.0% 0.0% 0.0% 48.1% 48.8%
MEASURE Y - 1% Sales Tax
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Measure Y Sales Tax Revenues
5 Years
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Bradley Burns Sales Tax
Bradley Burns Local Sales and Use tax is the second largest revenue source for the City’s General Fund, accounting for 24% of budgeted General Fund revenues for FY24/25, a projected $3,552,000.

From the local 1% tax the City’s General Fund receives .87 cents for every 8.75 cents of sales tax paid per dollar on retail sales and taxable services transacted within Sonora, while the County receives 13% or .13 cents.

Analysis – First half sales tax receipts are trending lower than the original budget and 10.8% lower than those in the same period last fiscal year. The decline is primarily attributed to two factors, one was the State of California was behind on processing sales tax revenues in the 2nd quarter, and second there are clear signs of an economic slowdown, as the combination of historically high Consumer Price Index (CPI) levels and corresponding elevated interest rates begin to impact the economy. These uncertain economic conditions are creating challenges for businesses and consumers alike, signaling a shift in economic activity. Staff will continue to monitor sales tax receipts and meet with the City’s sales tax consultant to analyze trends. For the second half of FY24/25 sales tax estimates have decreased requiring a budget adjustment in the amount of ($150,000), or (4%).

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 1,338,639 $ 1,752,041 $ 1,662,290 $ 1,769,196 $ 1,576,555 Fiscal Year Total Actual Revenues $ 3,280,856 $ 3,496,261 $ 3,450,446 $ 3,597,709 Fiscal Year Budgeted Revenues $ 3,552,000
% of Total 40.8% 50.1% 48.2% 49.2% 44.4%

SALES TAX
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Sales Tax Revenues
5 Years
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Property Tax
Property tax is the third largest revenue source for the City’s General Fund, accounting for 10% of budgeted General Fund revenues in FY24/25. Property tax is levied by the Tuolumne County Assessor’s Office at 1% of a property’s assessed value, of which the City receives approximately

12.6 cents per dollar paid on property located within the municipal limits of Sonora.

Analysis – Property tax distributions are primarily received in the second and fourth quarters; however, the chart below illustrates first-half receipts over the past four years compared to the current fiscal year. Over the last two years, the property tax revenue increase has been due to the dissolution of the Successor Agency, allowing tax revenue previously allocated to the agency to flow directly to the City. Mid-year receipts are trending consistent with prior years. For FY24/25, property tax revenue was budgeted with a projected growth of 2.4% over the prior year’s actuals, reflecting anticipated increases in property values driven by real estate transactions.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 383,081 $ 386,390 $ 396,616 $ 586,572 $ 595,607 Fiscal Year Total Actual Revenues $ 912,549 $ 913,849 $ 971,890 $ 1,389,748 Fiscal Year Budgeted Revenues $ 1,495,600
% of Total 42.0% 42.3% 40.8% 42.2% 39.8%

PROPERTY TAX
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Property Tax Revenues
Five Year Comparison
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Franchise Fees
Franchise fees are collected by the City for the privilege of operating a utility service within Sonora, and as a fee in lieu of a business license tax. Franchise fees are currently received from Comcast for cable television, PG&E for electric services, and Waste Management for solid waste collection services. Franchise fees represent 1.1% of budgeted General Fund revenues in FY24/25.

Analysis – Historically, franchise payments are not remitted equally throughout the fiscal year; therefore, second quarter receipts are not necessarily predictive. Total franchise fee revenues to date are 31% of budgeted total receipts, and similar to past years.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 40,333 $ 44,303 $ 48,393 $ 66,465 $ 49,082 Fiscal Year Total Actual Revenues $ 145,698 $ 149,478 $ 155,854 $ 170,797 Fiscal Year Budgeted Revenues $ 160,000
% of Total 27.7% 29.6% 31.1% 38.9% 30.7%

FRANCHISE FEES
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Franchise Fees Revenues
Five Year Comparison
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Business License Tax
The city requires all businesses located within Sonora, or those that operate within Sonora, to obtain a business license. The amount of business license tax paid by each business is based on the type of business and designated zone the business is in, or operating in, and the number of business employees. These activities account for approximately 1% of annual General Fund operating revenues. Approximately 1,100 annual renewals and associated payments are processed each year and are due in January.

Analysis – Business license tax revenue has rebounded from the pandemic affected levels. Staff will continue to monitor businesses license revenues.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 36,235 $ 48,078 $ 49,146 $ 58,406 $ 58,780 Fiscal Year Total Actual Revenues $ 119,581 $ 120,719 $ 130,638 $ 132,741 Fiscal Year Budgeted Revenues $ 130,700
% of Total 30.3% 39.8% 37.6% 44.0% 45.0%
Business License Revenues
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Business License Revenues
Five Year Comparison
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Transient Occupancy Tax
The City levies a 12% Transient Occupancy Tax (TOT) on the seven (7) hotels and motels and the twenty-seven (27) other transient rentals within the municipal limits of Sonora. This tax helps to fund City services provided to transitory visitors to Sonora and is shared with Visit Tuolumne County, the official Tuolumne County tourism bureau. Of these funds the Visitors Bureau will receive approximately $150,000 annually. TOT revenues for FY24/25 are approximately 4.1% of General Fund revenues.

Analysis – Total TOT revenues peaked in FY23/24 and as the economy softens, these revenues have declined. Staff will continue to monitor transient occupancy revenues in the second half of the year.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 193,495 $ 277,274 $ 294,437 $ 341,671 $ 298,276 Fiscal Year Total Actual Revenues $ 518,126 $ 559,545 $ 598,065 $ 702,269 Fiscal Year Budgeted Revenues $ 608,000
% of Total 37.3% 49.6% 49.2% 48.7% 49.1%
Transient Occupancy Tax
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Transient Occupancy Tax Revenues
Five Year Comparison
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Charges for Services
City Service revenue consists primarily of services provided by City Departments, including zoning and subdivision fees, Police and Fire Department services, street cleaning, debris removal and banner installation fees. A fee update took effect on November 1st, 2024, that realigned user fees to the costs of providing the services.

Analysis – Charges for Services were budgeted before the fee increases and there is a recommended adjustment for the second half of the year of $4,000.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 34,342 $ 39,381 $ 50,969 $ 48,679 $ 54,152 Fiscal Year Total Actual Revenues $ 66,631 $ 87,195 $ 105,166 $ 97,038 Fiscal Year Budgeted Revenues $ 103,500
% of Total 51.5% 45.2% 48.5% 50.2% 52.3%
Charges for Services
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Charges for Services Revenues
Five Year Comparison
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Licenses and Permits
Licenses and permits consist mainly of Building permits and encroachment permits which are collected by the City to offset administrative costs associated with overseeing the proper permitting aspects of development and City activities. These revenues were budgeted to be approximately 1% of General Fund revenues.

Analysis – First half licenses and permit revenue are higher than anticipated due to higher building department activity and changes to the City’s fee schedules that were implemented in 2024. Staff recommend an increase in budgeted revenues by $40,000 to reflect the higher revenues going forward.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 55,263 $ 58,744 $ 61,101 $ 65,239 $ 94,532 Fiscal Year Total Actual Revenues $ 123,343 $ 133,963 $ 140,850 $ 153,479 Fiscal Year Budgeted Revenues $ 131,500
% of Total 44.8% 43.9% 43.4% 42.5% 71.9%
License and Permits
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year License and Permits Revenues
Five Year Comparison
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Cannabis Dispensary Revenues
This program was created after voters approved Proposition 64, entitled the ‘Control, Regulate and Tax Adult Use Marijuana Act’ (AUMA), legalizing the adult use and possession of cannabis by persons 21 years of age and older. On January 16, 2018, the Sonora City Council adopted Ordinance No. 848 to regulate the operation of commercial cannabis business’ within the City of Sonora.

Currently the city has two operating dispensaries, with the current ordinance allowing up to three dispensaries. This revenue source was budgeted to be approximately 4.7% of General Fund revenues and is now the fourth largest revenue source for the City, with only Measure Y, Bradley Burns Local Sales Tax and Property Tax contributing more.

Analysis – First half revenues are slightly lower than the prior year as more competition affects revenues. The city also receives sales tax on recreational cannabis sales. Staff will continue to monitor public benefit fee revenues in the second half of the year.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Revenues $ 79,438 $ 241,064 $ 294,437 $ 341,671 $ 336,965 Fiscal Year Total Actual Revenues $ 216,719 $ 499,977 $ 635,347 $ 710,000 Fiscal Year Budgeted Revenues $ 700,000
% of Total 36.7% 48.2% 46.3% 48.1% 48.1%
Cannabis Revenues
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Cannabis Revenues
Five Year Comparison
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GENERAL FUND – KEY EXPENDITURE ANALYSIS
The following discussion provides a status of significant General Fund expenditures for the first half of FY24/25, for the date ending December 31, 2024.

Salaries and Benefits
Salaries and Benefits are 59% of the General Fund budget, or $8.1 million. Salaries and Benefits include full-time employee salaries, elected official and volunteer stipends, temporary/relief employees, overtime, all tax related expenses and benefits, including health and CalPERS retirement. Under typical circumstances, it would be expected that Salaries and Benefits would be just under 50% of total budget at the end of the second quarter as costs increase over the course of a fiscal year.

Analysis – First half results for salaries and benefits are trending lower with those in similar periods in prior years, at approximately 45% of budgeted totals. Further analysis of these expenditure details indicates that benefits are trending at approximately 43% of budgeted totals in line with total personnel costs. The Council approved increased pay rates, recruitment bonuses and retention pay for its Sonora Police Officers Association (SPOA). The City is also completing negotiations with the Sonora Confidential Employees Association (SCEA) and the Sonora Management Employees Association (SMEA). These increases have been included in the Fiscal Year 2024/25 budget, but will lead to higher expenditures in the second half of the year.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Expenditures $ 2,953,587 $ 3,223,593 $ 3,359,836 $ 3,314,850 $ 3,631,173 Fiscal Year Total Actual Expenditures $ 5,956,343 $ 6,635,823 $ 6,704,725 $ 7,489,225 Fiscal Year Budgeted Expenditures $ 8,069,600
% of Total 49.6% 48.6% 50.1% 44.3% 45.0%
Salaries and Benefits
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Salaries and Benefits Expenditures
Five Year Comparison
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Operating Expenditures
Operating expenditure’s consist of all General Fund costs to provide services, including supplies, materials, utilities, contracted services and are budgeted at $4.1 million for the fiscal year. The categories of supplies, materials and non-capital equipment, the most controllable expenditure category, is approximately 41% expended, as several projects were anticipated for the second half of the fiscal year. The balance of the operating expenditure is at 42% expended.

Analysis – First half results are trending under budget as some projects have been planned in the second half of the year or will be moved to Fiscal Year 25/26. Utilities are trending slightly above expected, at 52% of budget, as water and energy costs have increased more than anticipated. There are miscellaneous adjustments, increases and decreases, as needed, for the balance of the year, as detailed on page 23.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Expenditures $ 772,072 $ 904,941 $ 1,155,468 $ 1,695,863 $ 1,697,029 Fiscal Year Total Actual Expenditures $ 1,695,688 $ 2,123,844 $ 2,455,448 $ 3,604,583 Fiscal Year Budgeted Expenditures $ 4,073,150
% of Total 45.5% 42.6% 47.1% 47.0% 41.7%
Operating Expenditures
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Operating Expenditures
Five Year Comparison
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Capital Improvements
Capital improvements refer to long-term investments in the physical infrastructure and assets of a city. These projects are designed to enhance the quality of life for residents, support economic growth, and ensure the sustainability of essential services. Capital improvements typically include upgrades, repairs, or new construction of facilities such as roads, bridges, parks, public and buildings. These investments are often funded through a combination of local revenues, state and federal grants, and special funding sources.

Analysis – First half budgeted capital improvements included several projects, the Hospital Road Improvement Project, Sidewalk Improvements, drainage improvements. The Hospital Road Improvement Project was completed in the first half of the year and was under budget. As a result, there is a recommended transfer of ($132,000) from this project to general engineering services. There are other projects that will not be completed in the current fiscal year and it is staff recommendation to move these remaining funds to reserves until they can be budgeted in future years, as detail on page 23.

FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
First Half Actual Expenditures $ - $ 280,894 $ 99,085 $ 309,379 $ 622,183 Fiscal Year Total Actual Expenditures $ - $ 498,032 $ 138,163 $ 570,916 Fiscal Year Budgeted Expenditures $ 1,618,000
% of Total #DIV/0! 56.4% 71.7% 54.2% 38.5%
Capital Improvements
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Mid Year Operating Expenditures
Five Year Comparison
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FY24/25 RECOMMENDED FIRST HALF BUDGET ADJUSTMENTS
Summary of Recommended Budget Adjustments
• Revenues:
 1. Sales Tax ($275,000): Revenues have been weaker than anticipated for the first half of the year and has weakened over the preceding months. As the 2nd half of the year begins staff will continue to monitor actual revenues.
 2. Building Permits $40,000: Permit activity has exceeded budget with more building activity than originally anticipated.
 3. Services $14,000: The City Council approved a fee update in the first half of FY24/25 and revenues have exceeded expectations.
• Expenditures:
 4. Salaries and Benefits ($215,000): There have been savings in several departments based on open positions in the first half of the year. As of this budget report the Police Department has all sworn positions filled.
 5. Misc. Operating Expenditures $73,700: There are several miscellaneous adjustments for budget including some unanticipated increases in Liability Insurance $31,500, Pre-Employment Costs $7,000, Water and Sewer $14,100, Electricity $3,500, Postage $600, and General Fuel usage $15,000. Also, there is a $2,000 adjustment for utility expenses for the Police Officer Wellness Center.

FUND - DEPARTMENT - ACCOUNT DESCRIPTION BUDGET CHANGE
Revenues:

1. 001 - 4000 Sales Tax - 40215 - Sales Tax Measure Y ($125,000) 001 - 4000 Sales Tax - 40210 - Sales Tax Measure Bradley Burns ($150,000)

2. 001 - 2000 Community Dev - 41250 - Building Permits $40,000

3. 001 - XXX Various - 4XXX - Services $14,000
TOTAL NET CHANGE TO REVENUES ($221,000)

FUND - DEPARTMENT - ACCOUNT DESCRIPTION BUDGET CHANGE
Expenditures:

4. 001 - XXXX Various - 50XXX - Salaries and Benefits ($215,000)

5. 001 - XXXX Various - 511XX - Misc. Operating Expenditures $73,700

6. 001 - 1100 Legal - 54010 - Legal Services $125,000

7. 001 - XXXX Various - 55010 - Equipment Maintenance and Repair $45,600

8. 001 - XXXX Various - 53010 - Outside Services ($70,000)

9. 001 - 6000 Fire - 55020 - Building Maintenance and Repair ($100,000)

10. 001 - 3900 Capital Projects - 55120 - Hospital Road ($112,000)

11. 001 - 2200 Engineering - 53050 - General Engineering $112,000

12. 001 - 3900 Capital Projects - 55140 - Linoberg Retaining Wall ($210,000)

13. 001 - 3900 Capital Projects - 55080 - Main Drain Repairs ($260,000)

14. 001 - 3900 Capital Projects - 55080 - Linoberg Pedestrian Project ($540,000)

15. 001 - 4900 Transfers Out - 59999 - SS4A Transportation Safety Action Plan ($112,500)

16. 001 - 7000 Public Works - 55080 - Hope Lane Storm Drain ($22,500)

17. 001 - 7000 Public Works - 55190 - Storm Drain Maintenance ($30,000)

18. 001 - 3900 Capital Projects - 55130 - Parking Lot: Stewart/Church $52,500

19. 001 - 7000 Public Works - 55190 - Biennial Infrastructure Inspections ($30,000)

20. 001 - 7000 Public Works - 55160 - Church Street Slope Stabilization $30,000

21. 001 - 7000 Public Works - 55190 - ADA Ramp Coffill Park $20,000

22. 001 - 4900 General Services - 59999 - Capital Improvement Reserve $562,500 001 - 4900 General Services - 59999 - Risk Management-Legal Reserve $150,000 001 - 4900 General Services - 59999 - General Plan Reserve $159,700 001 - 4900 General Services - 59999 - CalPERS Prefunding Trust Reserve $150,000 TOTAL NET CHANGE TO EXPENDITURES ($221,000)
NET CHANGE TO FY24/25 TO BUDGET $ -
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 6. Legal Services $125,000: Exceeded the original budget established in June 2024, primarily due to unexpected legal reviews required for negotiations with employee unions and changes involving the Tuolumne County LAFCO.
 7. Equipment Maintenance and Repair $45,600: An adjustment for unanticipated repairs to City generators and required repairs to the compressor at the fire department.  8. Outside Services ($70,000): A few projects that will be moved to future years. These included a study to analyze a paramedic program, a City owned building assessment, and Information Technology upgrades at City Hall.
 9. Building Maintenance and Repair ($100,000): The Fire Station roof repair will be moved to a future year and the funds will be move to reserves.
 10./11. The Hospital Road Project was completed under budget by $112,000. It is recommended that the remaining unused funding be reallocated to general engineering.  12. Linoberg Retaining Wall project ($210,000): The project will be moved to next fiscal year.  13. Main Drain Repairs ($260,000): There is funding to apply for grants, but the remaining funding will be moved to next fiscal year.
 14. Linoberg Pedestrian Project ($540,000): The project funding will be moved to reserves.  15. SS4A Transportation Safety Action Plan ($112,500): The grant match will be moved to next fiscal year.
 16./17./18. Hope Lane Storm Drain Project ($22,500) and Storm Drain Maintenance ($30,000) will be transferred to fund the Church-Stewart Parking Lot $52,500.  19./20. Biennial Infrastructure Inspections ($30,000) will be moved to the Church Street Slope Stabilization Project $30,000.
 21. Add ADA ramp in Coffill Park.
 22. Reserves: Any remaining budget will be moved to the City various reserve accounts:
• Capital Improvement Reserves $582,500: Funding for projects that had funding moved to future fiscal years will be transferred here.
• Risk Management-Legal Reserve $150,000.
• General Plan Reserve $159,700.
• CalPERS Prefunding Trust Reserve $150,000
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FINANCIAL SUMMARIES, PROJECTIONS AND

RECOMMENDATIONS
General Fund
The following table is the Schedule of General Fund Operating Revenues. Vs. Operating Expenditures for the first half of FY24/25, which includes comparison information from the prior year’s first half.
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The groups of financial summaries on the following pages present data by governmental fund type: For purposes of this first half report, we have focused on the Measure I Special Revenue Fund. The fund information starts with a beginning fund balance, adds current year revenues, and subtracts current year expenditures, resulting in an ending fund balance. Adopted budget amounts are provided as a basis for comparison of actuals to date.

Special Revenue Fund: Measure I
FY23/24
Actual
FY23/24
Mid-Year
FY23/24
% YTD
FY24/25
Adopted
Budget
FY24/25
Mid-Year
FY24/25
% YTD
Revenues
Sales and Use Tax 3,597,709 1,769,196 49.2% 3,552,000 1,576,555 44.4% Measure Y 4,723,683 2,273,214 0.0% 4,300,000 2,098,915 48.8% Property Tax 1,389,748 586,572 42.2% 1,495,600 595,607 39.8% Franchise Fees 170,797 66,465 38.9% 160,000 49,082 30.7% Business Licenses 132,741 58,406 44.0% 130,700 58,780 45.0% Transient Occupancy Tax 702,269 341,671 48.7% 608,000 298,276 49.1% Licenses and Permits 153,479 65,239 42.5% 131,500 94,532 71.9% Cannabis Public Benefit Fees 710,000 341,671 48.1% 700,000 336,965 48.1% Intergovernmental 162,940 112,063 68.8% 16,000 7,506 0.0% American Rescue Plan (SLEFRP) 581,786 581,786 100.0% - - 0.0% Charges for Services 97,038 48,679 50.2% 103,500 54,152 52.3% Fines and Forfeitures 23,406 14,314 61.2% 31,000 16,283 52.5% Rental Income 65,057 22,997 35.3% 43,900 31,937 72.8%
Interest 65,949 38,913 59.0% 225,000 87,766 39.0%
Other Sources 350,920 117,948 33.6% 177,700 28,701 16.2% Total Revenues 12,927,522 6,439,134 49.8% 11,674,900 5,335,057 45.7% Transfers In
Tranfers In 2,488,450 1,189,300 47.8% 3,007,800 1,631,800 54.3% Total Transfers 2,488,450 1,189,300 47.8% 3,007,800 1,631,800 54.3% Total Revenues 15,415,972 7,628,434 49.5% 14,682,700 6,966,857 47.4% Expenditures
Salaries and Benefits 7,489,225 3,314,850 44.3% 8,069,600 3,631,173 45.0% Supplies and Materials 3,235,229 1,504,419 46.5% 3,681,650 1,493,609 40.6% Utilities 369,354 191,444 51.8% 391,500 203,420 52.0%
Capital Improvements 570,916 309,379 54.2% 1,618,000 622,183 38.5% Total Expenditures 11,664,724 5,320,092 45.6% 13,760,750 5,950,385 43.2% Transfers Out
Transfers Out:

Self Insured Dental 34,000 13,944 41.0% 32,000 10,629 33.2% CalPERS Prefunding Trust 300,000 150,000 50.0% 150,000 150,000 100.0% Fleet Replacement Reserve - - - 75,000 75,000 100.0%
Risk Mitigation Reserve - - - 250,000 250,000 100.0%
Capital Improvement Reserve - - - 215,000 215,000 100.0% Labor Reserve - - - 4,015,000 4,015,000 100.0%
General Plan Reserve - - - 300,000 300,000 100.0%
Total Transfers 334,000 163,944 49.1% 5,037,000 5,015,629 99.6% Total Expenditures 11,998,724 5,484,036 45.7% 18,797,750 10,966,014 58.3% 226
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Special Revenue Funds account for the proceeds derived from specific revenue sources that are legally restricted or assigned to special purposes. The City’s Special Revenue Funds include the Measure I fund which is the focus of the information provided in this first half report. The Measure I fund was established as a result of a 2004 voter approved ½% increase to sales tax within the City limits. With approval of the ballot measure, the sales tax increase took effect January 1, 2005. The purpose of the initiative was to improve city services for residents, businesses, and visitors to the City of Sonora. Measure I revenues for the first half are trending at approximately 50% of total budgeted revenues and across the three Departments expenditures are programmed to be at 50% of budget. Nearly all Measure I funds collected are now fully expended on ongoing fixed costs.

Measure I: Police Department
The Police Department receives 60% of Measure I revenue for the support of the Sonora Police Department for personnel, updating safety equipment and supplies, providing educational funding, replacing expired vehicles, and expanding facilities. FY24/25 first half results are trending consistent with the same period in prior years as illustrated in the chart below.

Police % Fire % Public Works %
Beginning Fund Balance @ July 1, 2024 1,051,367 382,396 269,133 Budgeted Revenues 1,450,300 602,200 360,200
Actual Revenues - First Half 651,526 44.9% 270,124 44.9% 163,077 45.3% Budgeted Expenditures 1,480,000 625,000 360,000
Actual Expenditures - First Half 740,000 50.0% 312,500 50.0% 180,000 50.0% Ending Fund Balance @ December 31, 2024 962,893 340,020 252,210 Measure I
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Measure I: Fire Department
The Fire Department receives 25% of the Measure I revenue for the support of the Sonora Fire Department for personnel, updating equipment and supplies, and providing educational funding.

FY24/25 first half revenues are trending consistent with the same period in prior years as illustrated in the chart below. There are no budget recommendations at this time.

FY20/21 FY21/22 FY22/23 FY23/24 FY24/25
First Half Actual Revenues 487,825 681,859 704,141 675,215 651,526 Fiscal Year Total Actual Revenues 1,295,455 1,411,325 1,410,102 1,321,500 Fiscal Year Total Budgeted Revenues 1,450,300
First Half - Percent of Total 37.7% 48.3% 49.9% 51.1% 44.9% First Half Actual Expenditures 550,000 650,000 650,000 750,000 740,000 Fiscal Year Total Actual Expenditures 1,100,000 1,300,000 1,300,000 1,500,000 Fiscal Year Total Budgeted Expenditures 1,480,000
First Half - Percent of Total 50.0% 50.0% 50.0% 50.0% 50.0% Police Measure I
Revenues
Expenditures
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Measure I: Public Works
The Public Works Department receives 15% of the Measure I generated revenue for the purpose of personnel, equipment and facility enhancements and infrastructure improvements.

FY24/25 first half revenues are trending consistent with the same period in prior years as illustrated in the chart below.

FY20/21 FY21/22 FY22/23 FY23/24 FY24/25
First Half Actual Revenues 202,561 284,007 292,890 281,340 270,124 Fiscal Year Total Actual Revenues 538,841 587,825 586,244 550,625 Fiscal Year Total Budgeted Revenues 602,200
First Half - Percent of Total 37.6% 48.3% 50.0% 51.1% 44.9% First Half Actual Expenditures 175,000 250,000 275,000 300,000 312,500 Fiscal Year Total Actual Expenditures 350,000 500,000 550,000 600,000 Fiscal Year Total Budgeted Expenditures 625,000
First Half - Percent of Total 50.0% 50.0% 50.0% 50.0% 50.0% Fire Measure I
Expenditures
Revenues
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FY19/20 FY20/21 FY21/22 FY23/24 FY24/25
First Half Actual Revenues 123,105 170,742 178,081 168,804 163,077 Fiscal Year Total Actual Revenues 325,516 353,654 358,320 330,375 Fiscal Year Total Budgeted Revenues 360,200
First Half - Percent of Total 37.8% 48.3% 49.7% 51.1% 45.3% First Half Actual Expenditures 162,500 157,500 162,500 180,000 180,000 Fiscal Year Total Actual Expenditures 325,000 315,000 325,000 669,400 Fiscal Year Total Budgeted Expenditures 360,000
First Half - Percent of Total 50.0% 50.0% 50.0% 26.9% 50.0% Public Works Measure I
Expenditures
Revenues
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DEPARTMENT UPDATES
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COMMUNITY DEVELOPMENT
Mid-Year Goals and Accomplishments
• Provide professional, courteous, and efficient services to the community. (Council priority #42, 43, 44)
o Day-to-day staff strive to make the City a friendly, convenient resource for residents, contractors, businesses and all others looking for assistance. o Implementation of IWORQ (online permitting system): The City launched an online permitting system that allows the building community to pull permits without coming to the office. The system is saving paper, staff time, community member time, increasing convenience, permit issuance timeliness and organization.
o Full time Building Official hired—Offering a local building official, who is in the office 5 days a week is a huge benefit for the build community. • Address the Short-Term Rental Use Permit Ordinance. (Council priority #6, 17) o Short Term Rental Ordinance update adopted modifications to the previous policy broaden the number of potential short-term rentals that can operate in Sonora.
o There has been a slight uptick in applications was experienced after the policy passed, with new applicants submitting, however the overall number of permits issued has not seen an increase.
• Grant funded projects: Projects to be delivered include: (Council priority #1, 5, 10, 16, 25)
o New storage facility at the Public Works yard. Planning to go out to bid by midMarch. This project is expected to be delivered by July 2025. o Pickleball court and other improvements to Woods Creek Park. The pickleball court has been fully designed. This project is expected to be out to bid by early April, with a completion date of no later than October 2025. o Adopt and implement planning documents, such as Housing/Safety Element and Local Hazard Mitigation Plan.
o The City received two new Fire Engines through the Community Development Block Grant program. Included in the award was equipment for both vehicles including fire hose, safety equipment, tools, and other items for full functionality of the units.
• Support economic development in Sonora: (Council priority #3, 21, 44, 100, 110, 111) o In progress. Consultant hired. Scope of work established. Working on deliverables.
o Several Task Orders are being developed to explore new ordinances designed to increase economic activity/invest in local businesses including:
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 Expanding existing Cannabis ordinance
 Locals First ordinance
 Blight, Burn, Vacancy ordinance to address dilapidated buildings, empty storefronts and buildings that have been impacted by fire.  Partnership with Tuolumne County Arts Council, Sonora Chamber and Visit Tuolumne County for a downtown Arts project which intends to add local arts work to empty storefronts to increase visual interest and reduce impact of vacancies.
• Code Enforcement: impact adherence to the Sonora Municipal Code through adding another day of staffing per week. With additional resources, the department hopes to help clear out a backlog, support the building department in compliance with permitting for construction activities, tenant improvements and signage. Additionally, more work can be done around nuisance abatement, centering around protecting life and improving safety within the community. (Council priority #6, 12, 15, 45) • In progress. Services currently being offered one day a week. Accomplishments include—Notices to property owners regarding fire abatement activities on their property, Abandoned Vehicle Abatement efforts, Various resolutions of SMC violations—trash, signage, permits, etc. A focus on delivering results through education, direct communication and follow up.
• Current efforts also include implementing the recently adopted shopping cart ordinance.

This effort is designed to discourage and penalize the unlawful taking and use of area shopping carts for personal use.
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POLICE DEPARTMENT
Mid-Year Goals and Accomplishments
• Continue to enhance the hiring process: Recruitment video and webpage created by EPIC rolled out in August 2024. POST Management Study report indicated “a high sense of job satisfaction” for staff. As of this writing, there are no vacant sworn positions. Off-Highway Vehicle (OHV) was purchased to provide Special Program opportunities to encourage staff retention. (Council priority #32, 51, 60, 75, 77) • Continue strengthening the employee development program: Despite staffing challenges, we maintained POST compliance for continued professional training standards. We are beginning to expand again on training opportunities above and beyond minimum requirements. We submitted and received approval from POST for an updated Field Training Program. (Council priority #77, 121) • New police facility project: Met with Congressman Tom McClintock, Abigale Solis, the Governor Newsom’s Central Regional Director of External Affairs, and briefed Marie Alvarado-Gil’s staff on facility needs. VANIR needs assessment is complete and awaiting Council direction. (Council priority #25, 28, 74, 80) • Complete evidence and property room relocation and upgrade: The SPD Property and Evidence storage has been relocated. Enhanced security measures are pending.

Council priority #73, 76, 119)
• Enhance information technology security: A new server rack was purchased; installation has begun; attachment of security panels is pending. Firewall security was upgraded to server and manual backup systems established. Additional upgrades are pending, including the purchase of Network Attached Storage (NAS). (Council priority #73, 76, 119)
• Private video surveillance registration program: We are finalizing an upgrade to Citizen Rims, which began in January 2025. Once complete, we can initiate online registration and incorporate department-specific parameters. A campaign will follow to educate and encourage participation. (Council priority #73, 76)
• Improve radio communications: The final phase of this five-year project was completed in August 2024 with the dispatch console upgrade. The initial phase consisted of an additional repeater site, followed by mobile and portable radio upgrades. (Council priority #73, 76)
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FIRE DEPARTMENT
Mid-Year Goals and Accomplishments
• Receive approval of LAFCO application for an out of area contract for services with Chicken Ranch Tribe. Tribe requested to withdraw from the contract. (Council priority #68)
• Continue to Strengthen the Employee Development Program. Encourage personal development and training opportunities. Personnel completed development and training to enhance their knowledge, skills and abilities. (Council priority #51, 60, 67) • Replace U751 with a new utility response vehicle. Implement the annual fleet replacement program. The replacement of U751 is in process and should be completed before the end of fiscal year. (Council priority #30, 70) • Develop and implement a digital fire prevention inspection program and implement an on-site inspection process to increase efficiency. Partial completion of the digital format to complete inspections in the field (paperless). (Council priority #45, 62, 108) • Technology improvements: purchase equipment for Emergency Operations Center (EOC) operations. Research available grants as a potential funding source. EOP is in the process of being updated, waiting until complete to review and order necessary equipment. (Council priority #45, 62, 63, 108, 120)
• Completed Community Development Block Grant (CDBG) Fire Equipment Project:
purchased fire trucks and equipment through grant. All purchases of the CDBG grant have been completed. (Council priority #30)
• Additional Programs: research services and programs to enhance capabilities for community. Research on going to provide upgrade EMS services. (Council priority #69) • Continue succession planning and mentoring for future Fire Department leadership.

Ongoing internal training with future leaders of the department has been successful and show prospects for the upcoming Fire Chief recruitment. (Council priority #59) • Increase staffing levels: apply for Assistance to Fire Fighter Grant (AFG) and Staffing for Adequate Fire and Emergency Response (SAFER) grants to increase staffing level for operations, fire prevention and office/clerical. Increased staffing will assist in suppression and mitigation efforts. Completed grant applications for 6 Firefighters, 3 inspectors and a full-time office staff member. No awards were granted at this time. (Council priority #67, 69)
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ENGINEERING DEPARTMENT
Mid-Year Goals and Accomplishments
• Hospital Road Phase 1 reconstructed (cooperative effort with Sierra RR). • Secured $54,000 funds from TCTC to help offset construction management costs related to the Transit project.
• Transit Project near completion – Working on final invoice and closeout. • SS4A Grant Secured - $450,000 Federal Funds secured to conduct citywide transportation infrastructure safety assessment.
• Started preliminary engineering for the Snell Street Phase 1 reconstruction and storm drainage improvement project.
• Secured $266,173 in Carbon Reduction Grant funds to construct a portion of the sidewalk for Snell Street Phase 1.
• Secured $250,000 in RSTP funds to construct a portion of the sidewalk for Snell Street Phase 1.
• Performed grant preapplication work for the Sonora Main Drain and researched grant opportunities.
• Addressed flooding - storm drainage issue at numerous locations throughout the City including:
o Steet flooding at 416 East Oakwood Drive.
o Street flooding at Candy Store at Bradford Street and Washington Street. o Hope Lane Drainage Pipe between East Oakside Drive and East Jackson Street. o Secured loose manhole cover at 10 Calaveras Street (Bract House). • Worked with Public Works Maintenance staff to eliminate a tripping hazard at the Candy Store at Bradford Street and Washington Street.
• Updated the 2024 Traffic Mitigation Traffic Report.
• Updated the ADA Transition Plan.
• Updated the City of Sonora Quality Assurance Program (QAP). • Determine the extents of the City of Sonora Right of Way at various locations. • Assisted with the startup of the IWorq database.
• Prepared GIS shape files for the City of Sonora roadway system for use by IWorq. • Prepared and advertised the Contractor On-Call Services Request for Qualifications. 236
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• Reviewed the TCTC Draft RTP.
• Worked with TUD to have N Stewart Street repaired at the watermain break. • Reviewed the TCTC Greenley Road Extension RFP.
• Assisted TCTC with the consultant selection for the Greenly Road Extension project. • Assisted the City with the preparation of various annual Caltrans documents. • Provided oversight for the Gold Rush Path Phase 1 project. • Revised cooperative agreements between the City of Sonora and Caltrans and numerous funding documents for the Gold Rush Path Phase 1 project.

SONORA CAPITAL IMPROVEMENT PROJECTS
Project Name Project Phase FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 Beyond Snell Road Reconstruction & Drainage Imp. Design / Env / Permitting $204,440.00 (Between Bonanza Road and County Line) Right of Way
Construction $1,132,025.00
Linoberg Road Retaining Wall Design / Env / Permitting $210,000.00 (Between Bradford Street and Pine Street) Right of Way $121,560.00 Construction $960,324.00 $960,324.00
Hospital Road Reconstruction Design / Env / Permitting $90,000.00 (Between Sierra RR and Mono Way) Right of Way
Construction $450,058.75
Sonora Main Drain Design / Env / Permitting $10,802.00 $269,198.00 $275,000.00 $850,000.00 (From Gold Street to Stockton Street) Right of Way $180,000.00 $180,000.00 $550,000.00 Construction $902,500.00 $902,500.00 $877,500.00 $877,500.00 $5,465,000.00 Vision Sonora / Blue Zone Ped Projects Design / Env / Permitting (Linoberg, Linoberg West, Washington Street, Right of Way Stewart Street, Green Street) Construction
N Stewart Street Retaining Wall Replacement Design / Env / Permitting $285,000.00 (Between Elkin Street and Wall Street) Right of Way $130,000.00 Construction $945,000.00 $945,000.00
Hope Lane Storm Drain Improvements Design / Env / Permitting $65,000.00 (Between E Oakside Dr and E Jackson St) Right of Way
Construction $435,000.00
Parking Lot Improvements Design / Env / Permitting $67,502.00 (Church & Stewart - behind Fountain lot) Right of Way
Construction $100,000.00
Parking Lot Improvements Design / Env / Permitting $10,000.00 (Above Stewart St Restroom) Right of Way
Construction $50,000.00
Parking Lot Improvements Design / Env / Permitting $10,000.00 (Lyons - Bowling Alley Lot) Right of Way
Construction $67,500.00
Farmers Market Sidewalk Repairs Design / Env / Permitting $15,000.00 (E Side of Stewart St N of Theal Street) Right of Way
Construction $70,000.00
Barretta Street Upper Retaining Wall Rep Design / Env / Permitting $70,000.00 (Near Church Street at Dome Building) Right of Way $360,920.00 Construction $10,000.00
Barretta Street Church Street Intersection Study Design / Env / Permitting $25,000.00 Right of Way
Construction
City Road Repaving / Reconstruction Program Design / Env / Permitting $75,000.00 $75,000.00 Right of Way
Construction $500,000.00 $500,000.00
City Road Preservation Program Design / Env / Permitting $75,000.00 $75,000.00 Right of Way
Construction $500,000.00 $500,000.00
SS4A Transportation Safety Action Plan Design / Env / Permitting $112,500.00 Local Match Right of Way
Construction
Totals: $1,007,802.75 $2,423,723.00 $3,691,884.00 $4,098,744.00 $2,577,500.00 $6,865,000.00 Available General and Measure Y Budget $2,000,000.00 $2,000,000.00 $2,000,000.00 $2,000,000.00 $2,000,000.00 Additional Funds / Grant Funds Needed -$992,197.25 $423,723.00 $1,691,884.00 $2,098,744.00 $577,500.00 237
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PUBLIC WORKS DEPARTMENT
Mid-Year Goals and Accomplishments
• Completed seasonal street marking improvements and install thermo-plastic stop bars, crosswalks, etc. (Council priority #26)
• Ongoing process of Street Sign Replacement Project. (Council priority #11, 26, 112) • Creek clearing has been completed, will continue the Vegetation Removal Project to clear vegetation along additional City streets. (Council priority #1, 4, 10, 14) • Completed over 100 trip hazard repairs and continuing sidewalk ADA/trip hazard improvement program. (Council priority #26, 108)
• Ongoing pothole repairs, continuing with annual potholing and street repairs. (Council priority #26)
• Completed curb repairs in the downtown area. (Council priority #14, 26, 100) • Completed the rebuilding of Santas house deck and ramp. (Council Priority #21, 101, 108)
• Completed seasonal pressure washing sidewalks and trash cans, this will start again in the spring. (Council priority #26, 101)
• Replacement trucks have been ordered for the Public Works Fleet and should be delivered in the second half of the year. (Council priority #26, 27, 30) • Completed for the season and will continue with hot ac patchwork on city streets in the second half of the year. (Council priority #26)
• Completed the replacement of city-owned streetlights with LED bulbs. (Council priority #63)
• Schedule replacement of traffic signal battery backups. This will be an ongoing budget request. (Council priority #63, 64)
• Completed the removal of debris from the Hope Lane storm. (Council priority #64) 238
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ADMINISTRATIVE SERVICES DEPARTMENT
Mid-Year Goals and Accomplishments
• Improved and streamlined recruitment processes. (Council Priorities #32, 51, 60, 75, 77) • Completed a Fee Study and was approved by the City Council. (Council Priorities #31, 48, 50)
• Completed a audit of the City’s Cannabis Dispensaries. (Council Priorities #48, 50) • Transition fleet to new leased vehicles. In process, with 10 new Police cars and ordered new trucks for Public Works. (Council Priorities #27, 30, 35) • Negotitated new five year memorandums of understandings (MOU) with three of the five City labor units. (Council Priorities #51, 60, 69, 77)
• Updated Class Descriptions for positions in the new MOU’s. (Council Priorities #53, 60) • Recruitment and onboarding, including filling the sworn positions at the Sonora Police Department, the Engineer at the Sonora Fire Department, the Assistant City Clerk in the Administrative Services Department, and the Buidling Official in the Community Development Department. (Council Priorities #54, 60, 69, 77) • Continued uppdating of several outdated City policies. (Council Priority #53) • Continued implementation of new software solutions to improve service delivery and efficiency. (Council Priority #45)
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CONCLUSION
The financial results for the first half of Fiscal Year 24/25 are based on the most current financial information and economic assumptions available.

On page 23 are the budget adjustments that are recommended by city staff to complete the fiscal year and to continue to navigate the economic uncertainty ahead.

As the City of Sonora reaches the midpoint of the fiscal year, it is essential to consider the potential impacts of an economic slowdown driven by persistently high inflation rates and elevated interest rates. These economic conditions pose challenges that could impact the City’s revenue streams, particularly sales tax collections, which form a significant portion of the General Fund. Slowing consumer spending and higher borrowing costs may reduce retail sales activity, directly affecting revenues generated through both Measure Y and the Bradley-Burns Local Sales and Use Tax.

Looking Forward with Optimism
Despite the caution warranted by broader economic conditions, there is reason for optimism as the City enters the second half of the fiscal year. Several community-prioritized projects are expected to begin, including the construction of a new pickleball court at Rotary Park, which will provide residents with a valuable recreational amenity that supports healthy lifestyles and fosters community engagement.

The City Council’s leadership will be essential in navigating the balance between addressing pressing infrastructure needs, supporting the workforce through competitive compensation, and delivering on community priorities. With prudent financial management, strategic investments, and continued collaboration with stakeholders, the City of Sonora is well-positioned to sustain its progress and meet the evolving needs of the community.

Conclusion
In summary, while the potential for an economic slowdown driven by elevated inflation and interest rates presents challenges, the City of Sonora has demonstrated resilience and strategic foresight through its accomplishments in the first half of the fiscal year. By continuing to focus on sound financial planning, supporting essential services and workforce needs, and prioritizing critical infrastructure investments, the City is well-equipped to maintain its momentum and achieve continued success in the months ahead.
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Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: March 17, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Tyler Summersett, Community Development Director
SUBJECT: Community Development Department Monthly Report February 2025 RECOMMENDATION:

Receive the City of Sonora Community Development Monthly Report for February 2025.

BACKGROUND:

See previous months reports
DISCUSSION / ANALYSIS:

The following activities were undertaken by the Community Development Department:

DAILY ACTIVITIES
 Answer Phones
 Staff Office hours
 Issue Permits—Banner and Special Event permits can now be issued online!  Conduct Inspections

SPECIAL EVENT PERMITS
Special Event Permits for the following Community Events:
 Sonora Chamber Coffill Park Concert Series- June 14, July 12, August 9, September 13, October 11  Sonora Chamber- El Campo De Sonora- June 7
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Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP

FARMERS MARKET
 Planning for Farmers Market 2025 is underway. City Council approved the closure of Stewart Street as part of a demonstration project to grow the market and enhance the downtown area. This will allow for additional participants in the farmers market, both farmers, artisans and community organizations. A traffic control plan is expected from the City Engineer detailing the detour route.  A few new items will also be purchased, including a Market Info pop-up, an additional hand truck and hopefully an ice machine.

LINOBERG STREET
 The City Engineer is working on the crosswalk enhancements for the crosswalks at Linoberg and Theall.

This component will either be put out to bid or completed by the City Public Works team. Additionally, quotes are being garnered for an overhead shade structure for Linoberg to facilitate use of this space during the hot summer months. Similarly, quotes are being sought for signage indicating additional businesses, restaurants and shops on Stewart Street.
 Blue Zones Project is helping to secure barriers that will serve as enclosures for trash cans currently located along the sidewalk.

CODE ENFORCEMENT
 Code enforcement is helping to lead implementation efforts of the shopping cart ordinance which was recently adopted.
 Abandoned vehicles and sign permitting has been a focus for our code enforcement officer.

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) MANAGEMENT
 Prep final submittal to CDBG for reimbursement of equipment for two (2) fire trucks  The City only received one response to the request for qualifications that was issued for assistance with Community Development Block Grant and HOME program management. The proposal came from Thurmond Consulting LLC. Staff is reviewing the submittal. 242
Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP

CALOES PROJECT
 Draft plans for the new storage structure has been received. Bid documents are being prepared. It is anticipated that this project goes out to bid this month (March), with an anticipated project delivery prior to July 2025.

PER CAPITA (STATE PARKS) GRANT
 Pickleball court was revised to enlarge the court. The project did not meet the recommended minimums. There was a conflict between the pickleball court and the basketball hoop and striping. For this reason, recognizing the growing popularity of pickleball, the basketball hoop and striping are being removed.
 The pickleball court is anticipated to go out to bid in early April 2025.

STOCKTON-WASHINGTON CORRIDOR PROJECT
 Staff is submitting final paperwork for the project and pursuing reimbursements for project expenditures.

ORDINANCE UPDATE(S)
 The sidewalk encroachment ordinance update is still in draft form. Staff conducted a public/business outreach meeting in February to get feedback from downtown merchants and residents. Edits based on their comments have been incorporated into the update.
 The Ordinance will go to the Planning Commission on March 24, 2025, at 5:30. If the Planning Commission recommends the updated policy changes, staff will bring the ordinance to City Council for consideration in April.

PLANNING COMMISSION
 The next Planning Commission meeting is scheduled for February 24th 2025.  See ordinance updates for the primary item for consideration at this meeting.

USE PERMIT
 N/A
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Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP

HOUSING ELEMENT
 Staff continue to work closely with our consultant on this project and Housing and Community Development (HCD) staff to address comments received from the State. There are deadlines for adoption and staff is working quickly to gain agreement from HCD on our approach so we can bring the Housing Element to City Council for consideration.

ENCROACHMENT PERMITS (Caltrans)
Mother Lode Round Up Encroachment Permit is being sought for this year’s event.

FISCAL IMPACT:

No Fiscal Impact to the General Fund.

CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan, Staffing- Salary, Benefits, Training, and Retention 244
Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: March 17, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Aimee new, Fire Chief
SUBJECT: Fire Department Monthly Report February 2025
RECOMMENDATION:

Receive the City of Sonora Fire Department Monthly Report for February 2025 DISCUSSION / ANALYSIS:

Receive the Fire Department Monthly report – February 2025 FISCAL IMPACT:

No Fiscal Impact to the General Fund.

CORE COUNCIL PRIORITIES:

1. The City of Sonora Fire Department responded to 168 calls for service in February 2025.

2. Sonora City units responded to emergency calls as follows:
100 - Fire, other 2
111 - Building fire 2
117 - Commercial Compactor fire, confined to rubbish 1
121 - Fire in mobile home used as fixed residence 1
122 - Fire in motor home, camper, recreational vehicle 1 131 - Passenger vehicle fire 1
151 - Outside rubbish, trash or waste fire 1
321 - EMS call, excluding vehicle accident with injury 106 322 - Motor vehicle accident with injuries 2
324 - Motor vehicle accident with no injuries. 4
245
Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP 412 - Gas leak (natural gas or LPG) 1
550 - Public service assistance, other 1
551 - Assist police or other governmental agency 2
553 - Public service 3
554 - Assist invalid 6
611 - Dispatched & cancelled en route 24
622 - No incident found on arrival at dispatch address 1 631 - Authorized controlled burning 1
700 - False alarm or false call, other 1
711 - Municipal alarm system, malicious false alarm 1
730 - System malfunction, other 1
740 - Unintentional transmission of alarm, other 1
743 - Smoke detector activation, no fire - unintentional 4 Total 168

3. Monthly dollar loss in the City, resulting from fire: 0

4. The average response time during the month: 6:33

5. Automatic or mutual aid given: 62
246
Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: March 17, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Turu VanderWiel, Chief of Police
SUBJECT: Sonora Police Department Monthly Report
RECOMMENDATION:

Receive the City of Sonora Police Department Monthly Report for February 2025.

BACKGROUND:

Each month, the Sonora Police Department reports on general police activity for the previous month. This list is not all-inclusive and is guided by the interests of the City Council. The reporting format allows for a comparison of activity with the prior month and with the same period during the previous year.

The City is divided into two areas of responsibility, each monitored by our two Police Sergeants. The Sergeants monitor their assigned areas and proactively apply problem-solving community policing principles to address a range of issues, from property crime trends to public nuisance concerns, all with the goal of enhancing public safety.

Most categories in our report reflect criminal case investigation reporting, providing a comprehensive view of our law enforcement efforts. However, it's important to note that these categories primarily indicate the number of criminal cases investigated rather than the actual number of incidents occurring in the City. Select categories, such as Larceny and Homeless Activity, have dual reporting numbers, reflecting the number of reported occurrences and the number of criminal case investigations. Similarly, the Total Phone Calls / 911 Calls category reflects the number of 911 calls included in the total number of incoming calls to the Sonora Police Department in a given month, offering a more nuanced understanding of our emergency response.

DISCUSSION / ANALYSIS:

The chart below summarizes activities for February 2025.

Activity February 2025 January 2025 February 2024
Total Incidents 1,018 1,113 868
Calls for Service 672 731 621
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Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Officer Initiated 346 382 247
Total Arrests 44 53 34
Felony Arrests 8 11 7
Misd. Arrests 36 42 27
Total Reports 104 123 99
Parking Citations 14 4 3
Moving Citations 15 9 8
Domestic Violence 0 5 3
Larceny Inc./Inv. 17/8 30/15 22/7
Total Collisions/Inv. 28/11 23/6 31/8
Homeless
Activity/Case Reports
138/29 113/28 86/11
Animal Calls 36 25 12
Public Intox and UID 10 11 4
DUI Arrests 2 5 2
Total Phone Calls /
911 Calls
1,714/269 1,925/296 1,916/283
Average Per Day 61 62 66
Vehicle Releases 3 6 2
FISCAL IMPACT:

There is no Fiscal Impact on the General Fund.
248
Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP ATTACHMENTS (3):

Crimes by Area Report
Area 1 Supervisor Report
Area 2 Supervisor Report
CORE COUNCIL PRIORITIES:

Public Safety and Disaster Preparedness, Homelessness Issues, Training, and Retention 249
Item C.

February 2025 - Crimes by Area
AREA 1 REPORTS:

Violent Crimes:
1 – Felony Criminal Threats
Burglaries / Other Larceny:
1 – Felony Stolen Vehicle, recovered by Modesto CHP
4– Misdemeanor Business Burglaries (Shoplifting)
AREA 2 REPORTS:

Violent Crimes:
1 – Felony Child Abuse (Including Felony Possession of Controlled Substances, Felony Accessory After the Fact, and Misdemeanor Possession of Controlled Substance) 1 – Misdemeanor Child Abuse (Including Misdemeanor Battery on School Grounds) 2 – Misdemeanor Battery on a Person
Burglaries / Other Larceny:
1 – Felony Vehicle Theft, recovered by Sonora PD
1 – Felony Residential Burglary (Including Misdemeanor Vandalism) 1 – Misdemeanor Business Burglary (Shoplifting)
250
Item C.

Area 1 Supervisor Report
February 2025
Neighborhood Watch:

ELKS HILL:
➢ No updated activity
SONORA KNOWLES:
➢ No updated activity.

Case(s) for discussion:

On 02/13/2025, at approximately 4:30 pm, Officers were dispatched to Save Mart for a report of a transient male masturbating behind the store. Officers arrived on scene and observed the suspect masturbating while sitting in the rear parking lot of the business. The suspect was arrested and a search of the suspect’s clothing revealed a small bag of methamphetamine and drug paraphernalia.

On 02/03/2025, at approximately 8:30 am, Officers were dispatched to 1101 Sanguinetti Rd for a report of an unknown female threatening to mace people. Officers located the suspect near the PetSmart entrance. As the officer attempted to take the suspect into custody, she began fighting with the officers. The suspect was eventually subdued and taken into custody.

Investigations:
➢ Detective Brickley completed an investigation involving a felony child abuse case.

Range:
➢ Range qualification is scheduled for March.

Fleet:
➢ The OHV has been purchased; we are awaiting a delivery date.

Property and Evidence:
➢ No updated activity
Respectfully submitted,
Sergeant Eric Nygard
251
Item C.

Area 2 Monthly Supervisor Report
February 2025
Neighborhood Watch:

MYERS HILL:
 No updated activity.

NORTH STEWART:
 No updated activity.

HIGHLAND VIEW:
 No updated activity
Case(s) for discussion:

Officers responded to reports of a residential burglary. Officers arrived to find the house had been vandalized. Officers left the residence after they completed their investigation. A short time later, Officers were called back to the residence for someone trying to gain entry once again. Officers arrived in the area and noticed a vehicle fleeing from the residence. Officers were able to catch up to the vehicle and conduct a traffic stop. Officers contacted the driver and conducted an investigation. When the investigation was completed, Officers arrested the driver for felony first-degree burglary, misdemeanor vandalism, and misdemeanor driving under the influence of alcohol.

Officers responded to reports of a large argument in the downtown area. Officers arrived on scene to see a large crowd in a downtown parking lot. As Officers approached the crowd, they noticed two subjects in a physical fight. Officers were able to get the subjects separated and conducted an investigation. When the investigation was complete, Officers arrested one of the subjects involved in the physical fight for misdemeanor drunk in public and misdemeanor battery on a person.

K-9:
 The Sonora PD K-9 Handler has continued to utilize his partner for narcotics and has had positive results.
 The K-9 team is actively training twice a month and consistently showing progress.

Reserves/Volunteers/Explorers:
 This month we continued training on proper radio traffic as well as how to properly fill out forms that they could be using. We finished training with conducting traffic stop scenarios and having them utilize what they have learned in past trainings.

Recruitment:
 We currently have a Dispatch Applicant in the Background Process.  Our new patrol lateral-hire has started his field-training program.  We currently have a patrol recruit attending the Delta Police Academy in Stockton. 252
Item C.

Training:
 We sent an Officer to Perishable Skills Training at the Stanislaus County Sheriff’s Office.

Respectfully Submitted,
Sgt. Dominic Bertalotto
253
Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: March 17, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Michael Lagomarsino, Public Works Supervisor
SUBJECT: City of Sonora Public Works Department Monthly Report for February 2025 RECOMMENDATION:

Receive the City of Sonora Public Works Department Monthly Report for February 2025.

DISCUSSION / ANALYSIS:

For February 2025, the City of Sonora Public Works Department performed the following activities:

Streets
 Loaded and hauled a pay pile.
 Installed (MORE SHOPS) directional signs on Linoberg Street.  Used the blower on the sidewalks in the downtown area.  Cleaned trashcan lids on Washington Street.
 Spent a day removing roadside trash.
 Cleaned leaves from the gutter lines on several City Streets.  Hauled several truckloads of brush from West Church Street.  Fabricated and installed a pedestrian railing at Bradford St at Washington Street.  Filled a sinkhole on N. Sheppard Street.
 Performed a major tree pruning project on Morningstar Drive, Linoberg Street, and Coffill Park.  Replaced damaged street sign on Forest Road.
 Spent several days pot-holing City Streets.
 Continued with the annual weed spraying program throughout the City Streets.  Returned numerous shopping carts to businesses abandoned on the City Streets.  Spent several days removing leaf piles throughout the City.

Facilities
 Transferred more filing cabinets from the former City Engineers' office to the Building Department.  Made a dump run for unwanted furniture and trash at City Hall.  Cleared rain scuppers on the Fire Museum and City Hall. 254
Item D.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Parks/Landscapes/Parking Lots
 Monthly inspection of playground equipment at Rotary Park.  Used the blower in City lots weekly.
 Removed graffiti from walls in the Farmers Market restrooms.  Relocated benches and trash cans in Coffill Park.
 Reinforced beams on the pergola in Coffill Park.
 Made repairs to historical fencing in the Fountain Lot.

Storm Drains
 Cleaned numerous storm drains and ditches throughout the City.  Made attempts to locate and flush a storm culvert on Elks Drive.

Cemeteries
 Daily - Checked messages at Mountain Shadow and returned calls as needed.  Daily - Cleaned irrigation filters during irrigation season.  Marked out plots as requested by the Funeral Home as needed.  Set headstones as requested by the Funeral Home.
 Continued with weed spraying.

Miscellaneous
 Daily - Unlocked and serviced all public restrooms.
 Put up weekly event banners downtown.
 Collected garbage twice a week in all City parking lots, landscapes and parks.  Monthly fleet vehicle inspections.
 Twice weekly – Ran the Street sweeper early morning on a rotating Street schedule throughout the city.

FISCAL IMPACT:

No Fiscal Impact to the General Fund.

CORE COUNCIL PRIORITIES:

Sonora City CouncilMarch 17, 2025

Sonora City Council
March 17, 2025